Isaca CRISC - Certified in Risk and Information Systems Control

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.

Implementing automated log monitoring is the best control to detect an advanced persistent threat (APT), which is a stealthy and continuous attack on a target network or system. Automated log monitoring can help to identify anomalous or suspicious activities, such as unusual network traffic, unauthorized access attempts, or data exfiltration, that may indicate the presence of an APT. Utilizing antivirus systems and firewalls, conducting regular penetration tests, and monitoring social media activities are controls that help to prevent or mitigate APTs, but not to detect them. References = Most Asked CRISC Exam Questions and Answers - The Knowledge Academy, question 200.

According to the CRISC 351-400 topic3 Flashcards, the administrative access represents a segregation of duties conflict, which should be of greatest concern to a risk practitioner. Segregation of duties is a principle that aims to prevent fraud, errors, or abuse of power by ensuring that no single person can perform incompatible functions, such as development, testing, and production. By having administrative access to a production application, a software developer can potentially modify the code, bypass the testing and approval process, and deploy the changes without proper authorization or documentation. This can compromise the integrity, availability, and security of the application, and expose the organization to operational, financial, legal, or reputational risks. Therefore, the answer is D. The administrative access represents a segregation of duties conflict. *References

A recovery time objective (RTO) is the maximum acceptable time or duration that a business process or function can be disrupted or unavailable due to a disaster or incident, before it causes unacceptable or intolerable consequences for the organization. It is usually expressed in hours, days, or weeks, and it is aligned with the organization’s business continuity and disaster recovery objectives and requirements.

The primary factor in determining a RTO is the cost of downtime due to a disaster, which is the estimated loss or damage that the organization may suffer if a business process or function is disrupted or unavailable for a certain period of time. The cost of downtime can be expressed in terms of financial, operational, reputational, or legal consequences, and it can help the organization to assess the impact and urgency of the disaster, and to decide on the appropriate recovery strategy and resources.

The other options are not the primary factors in determining a RTO, because they do not address the fundamental question of how long the organization can tolerate the disruption or unavailability of a business process or function.

The cost of offsite backup premises is the cost of acquiring, maintaining, or using an alternative or secondary location or facility that can be used to resume or continue the business process or function in case of a disaster or incident. The cost of offsite backup premises is important to consider when selecting or implementing a recovery strategy, but it is not the primary factor in determining a RTO, because it does not indicate the impact or urgency of the disaster, and it may not reflect the organization’s business continuity and disaster recovery objectives and requirements.

The cost of testing the business continuity plan is the cost of conducting, evaluating, or improving the tests or exercises that are performed to verify or validate the effectiveness and efficiency of the business continuity plan, which is the document that describes the actions and procedures that the organization will take to recover or restore the business process or function in case of a disaster or incident. The cost of testing the business continuity plan is important to consider when developing or updating the business continuity plan, but it is not the primary factor in determining a RTO, because it does not indicate the impact or urgency of the disaster, and it may not reflect the organization’s business continuity and disaster recovery objectives and requirements.

The response time of the emergency action plan is the time or duration that it takes for the organization to initiate or execute the emergency action plan, which is the document that describes the immediate actions and procedures that the organization will take to protect the life, health, and safety of the people, and to minimize the damage or loss of the assets,in case of adisaster or incident. The response time of the emergency action plan is important to consider when preparing or reviewing the emergency action plan, but it is not the primary factor in determining a RTO, because it does not indicate the impact or urgency of the disaster, and it may not reflect the organization’s business continuity and disaster recovery objectives and requirements. References =

ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 62-63, 66-67, 70-71, 74-75, 78-79

ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 165

CRISC Practice Quiz and Exam Prep

The primary objective of risk management is to achieve business objectives, as risk management involves identifying, assessing, responding, and monitoring the risks that may affect the desired outcomes and performance of the organization, and aligning them with the risk tolerance and appetite of the organization. Identifying and analyzing risk, minimizing business disruptions, andidentifying threats and vulnerabilities are not the primary objectives, as they are more related to the process, outcome, or source of risk management, respectively, rather than the purpose or value of risk management. References = CRISC Review Manual, 7th Edition, page 99.

According to the LDR514: Security Strategic Planning, Policy, and Leadership Course, after mapping generic risk scenarios to organizational security policies, the next course of action should be to validate the risk scenarios for business applicability. This is because generic risk scenarios are not specific to the organization’s context, objectives, and environment, and they may not capture the unique threats, vulnerabilities, and impacts that the organization faces. Therefore, validating the risk scenarios for business applicability will help to ensure that the risk scenarios are relevant, realistic, and consistent with the organization’s security policies. Validating the risk scenarios will also help to identify any gaps, overlaps, or conflicts between the risk scenarios and the security policies, and to resolve themaccordingly. References = LDR514: Security Strategic Planning, Policy, and Leadership Course, Risk Assessment and Analysis Methods: Qualitative and Quantitative

Key performance indicators (KPIs) will best support management reporting on risk, as they help to measure and monitor the effectiveness and efficiency of the risk management and control processes. KPIs are metrics or measures that provide information on the current or potentialperformance of a specific activity, process, or objective. KPIs can be classified into two types: leading and lagging. Leading KPIs are predictive indicators that provide early warning signals or trends of future performance. Lagging KPIs are outcome indicators that reflect the actual or historical performance.

KPIs help to support management reporting on risk by providing the following benefits:

They enable a data-driven and evidence-based approach to risk management and reporting, rather than relying on subjective or qualitative judgments.

They facilitate a consistent and standardized way of measuring and communicating risk performance across the organization and to the external stakeholders.

They support the alignment of risk management and control activities with the organizational strategy and objectives, and help to evaluate the achievement of the desired outcomes.

They help to identify and prioritize the areas for improvement and enhancement of the risk management and control processes, and guide the development and implementation of corrective or preventive actions.

They provide feedback and learning opportunities for the risk management and control processes, and help to foster a culture of continuous improvement and innovation.

The other options are not the best choices to support management reporting on risk. Control self-assessment (CSA) is a process that involves the participation and involvement of the staff and managers in assessing the effectiveness and efficiency of the internal controls within their areas of responsibility, but it does not provide a comprehensive or objective view of the risk performance. Risk policy requirements are the documents that define the principles, rules, and guidelines for the risk management and control processes, but they do not provide actual or potential information on the risk performance. A risk register is a tool that records and tracks the information and status of the identified risks and their responses, but it does not measure or monitor the risk performance. References = Key Performance Indicators (KPIs) for Risk Management - Resolver, IT Risk Resources | ISACA, Risk Reporting - Open Risk Manual

IT risk scenarios are hypothetical situations that describe how IT-related risks can affect the organization’s objectives, operations, or assets1. IT risk scenarios help to make IT risk more concrete and tangible, and to enable proper risk analysis and assessment2. IT risk scenarios are developed after IT risks are identified, and are used as inputs for risk analysis, where the frequency and impact of the scenarios are estimated3.

The most important factor to the successful development of IT risk scenarios is threat and vulnerability analysis. Threat and vulnerability analysis is the process of identifying and evaluating the potential sources and causes of IT risks, such as malicious actors, natural disasters, human errors, or technical failures4. Threat and vulnerability analysis can help to:

Define the scope and boundaries of the IT risk scenarios, and ensure that they are relevant and realistic

Identify the critical assets, processes, or functions that are exposed or affected by the IT risks, and assess their value and importance to the organization

Determine the likelihood and methods of the threat events, and the existing or potential weaknesses or gaps in the IT control environment

Estimate the potential consequences and impacts of the IT risks, such as financial losses, operational disruptions, reputational damages, or compliance violations5

References = IT Scenario Analysis in Enterprise Risk Management - ISACA, IT Risk Scenarios - Morland-Austin, Threat and Vulnerability Analysis - Wikipedia, Threat and Vulnerability Analysis - ISACA

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.

According to the CRISC Review Manual1, a cable lock is a physical security device that attaches a laptop to a fixed object, such as a desk or a wall, to prevent unauthorized removal or theft. A cable lock is the best option to reduce the probability of laptop theft, as it acts as a deterrent and a barrier for potential thieves. A cable lock also helps to protect the confidentiality, integrity, andavailability of the data stored on the laptop, as well as the laptop itself. References = CRISC Review Manual1, page 253.

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

Residual risk is the level of risk that remains after applying controls or other risk treatments. A critical patch is a type of control that aims to reduce the risk of a known vulnerability being exploited by attackers. If the patch implementation fails, the control is ineffective and the risk is not reduced. Therefore, the residual risk is increased, as the organization is still exposed to the potential negative consequences of the vulnerability.

The risk practitioner’s BEST course of action is to validate the transfer of risk and update the register to reflect the change, because outsourcing the backup and recovery procedures to a third-party cloud provider does not eliminate the risk, but rather transfers it to the service provider. The risk practitioner should verify that the service provider has adequate controls and capabilities to handle the backup and recovery procedures, and that the contractual agreement specifies the roles and responsibilities of both parties. The risk practitioner should also update the risk register to reflect the new risk owner and the residual risk level. The other options are not the best course of action, because:

Option A: Accepting the risk and documenting contingency plans for data disruption is not the best course of action, because it implies that the risk practitioner is still responsible for the risk, even though it has been transferred to the service provider. Contingency plans are also reactive measures, rather than proactive ones.

Option B: Removing the associated risk scenario from the risk register due to avoidance is not the best course of action, because it implies that the risk has been eliminated, which is not the case. The risk still exists, but it has been transferred to the service provider. The risk register should reflect the current risk status and ownership.

Option C: Mitigating the risk with compensating controls enforced by the third-party cloud provider is not the best course of action, because it implies that the risk practitioner is still involved in the risk management process, even though the risk has been transferred to the service provider. The risk practitioner should rely on the service provider’s controls and capabilities, andmonitor their performance and compliance. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 196.

A risk management program is a set of processes, policies, and tools that enable an enterprise to identify, analyze, evaluate, treat, monitor, and communicate its risks. The maturity level of a risk management program indicates how well the program is integrated, standardized, and aligned with the enterprise’s objectives, culture, and values. The best indication that an organization’s risk management program has not reached the desired maturity level is large fluctuations in risk ratings between assessments. Risk ratings are the measures of the impact and likelihood of the risks, and they should be consistent and comparable across the enterprise and over time. Large fluctuations in risk ratings between assessments suggest that the risk management program is not stable, reliable, or effective, and that the risk identification and analysis methods are not robust, accurate, or transparent. The other options are not as indicative of the maturity level of the riskmanagement program, as they involve different aspects or outcomes of the risk management program:

Significant increases in risk mitigation budgets means that the enterprise is spending more resources on implementing risk responses, such as controls, policies, or procedures. This may indicate that the enterprise is facing more or higher risks, or that the risk responses are more costly or complex, but it does not necessarily reflect the maturity level of the risk management program, as it may also depend on the enterprise’s risk appetite, tolerance, and strategy.

A steady increase in the time to recover from incidents means that the enterprise is taking longer to restore its normal operations after a disruption or a loss. This may indicate that the enterprise is not prepared or resilient enough to deal with the incidents, or that the incidents are more frequent or severe, but it does not necessarily reflect the maturity level of the risk management program, as it may also depend on the nature and source of the incidents, or the availability and effectiveness of the recovery plans.

A large number of control exceptions means that the enterprise is deviating from the established controls, policies, or procedures, either intentionally or unintentionally. This may indicate that the enterprise is not complying with the risk management program, or that the controls are not adequate or appropriate for the enterprise’s needs, but it does not necessarily reflect the maturity level of the risk management program, as it may also depend on the reasons and justifications for the exceptions, or the approval and monitoring processes for the exceptions. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 1, Section 1.1.3.1, pp. 14-15.

 The most important factor to ensure when reviewing an organization’s risk register is that the risk ownership is recorded, as it indicates the authority and responsibility for managing the risk and its associated controls, and facilitates the communication and accountability of the risk management process and activities. The other options are not the most important factors, as they are more related to theidentification, classification, or measurement of the risk, respectively, rather than the management of the risk. References = CRISC Review Manual, 7th Edition, page 101.

 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.

The lack of integrity of data is the greatest concern when replication of a critical database used by two business units failed. Data integrity means that the data is accurate, complete, consistent, and reliable. If the replication failed, it means that the data in the primary and secondary databases may not be synchronized and may have discrepancies or errors. This could affect the quality and reliability of the data and the business processes that depend on it. The other options are not as concerning as the lack of integrity of data, as they are related to the efficiency, cost, or confidentiality of the data, which are less critical than the accuracy and reliability of the data. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.2: Key Performance Indicators, page 183.

The most important thing when implementing an organization’s security policy is to obtain management support. Management support means that the senior management and the board of directors endorse, approve, and fund the security policy and its implementation. Management support also means that the management communicates, promotes, and enforces the security policy across the organization. Management support can help to ensure that the security policy is aligned with the organizational strategy and objectives, and that it is effective, consistent, and sustainable. The other options are not as important as obtaining management support, as they are related to the specific aspects or components of the security policy implementation, not the overall success and acceptance of the security policy implementation. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

Encrypting the data would MOST effectively reduce the risk associated with inadvertent disclosure of database records from a public cloud service provider (CSP), because it is a control that protects the confidentiality and integrity of the data by transforming it into an unreadable and unmodifiable form, using a secret key or algorithm. Encrypting the data can prevent or minimize the unauthorized or accidental access, modification, or leakage of the data, especially when the data is stored, transmitted, or processed in a public cloud environment, which may have less security and control than a private or on-premise environment. The other options are not as effective as encrypting the data, because:

Option B: Including a nondisclosure clause in the CSP contract is a legal measure that can deter or penalize the CSP from disclosing the data to any third party, but it does not reduce the risk of inadvertent disclosure of the data, which may occur due to human error, system failure, or malicious attack, and it does not protect the data from unauthorized or accidental access, modification, or leakage.

Option C: Assessing the data classification scheme is a process that can help to identify and categorize the data according to its sensitivity, value, and criticality, and to determine the appropriate level of protection and handling for the data, but it does not reduce the risk of inadvertent disclosure of the data, which may affect any type or class of data, and it does not provide the specific or effective control to protect the data from unauthorized or accidental access, modification, or leakage.

Option D: Reviewing CSP access privileges is a procedure that can help to monitor and verify the access rights and permissions of the CSP to the data, and to ensure that they are aligned with the business needs and expectations, but it does not reduce the risk of inadvertent disclosure of the data, which may occur even with the legitimate or authorized access of the CSP, and it does not protect the data from unauthorized or accidental access, modification, or leakage by otherparties. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 211.

The risk associated with the leakage of confidential data is the possibility and impact of unauthorized disclosure, access, or use of sensitive information that may harm the organization or its stakeholders12.

The first step in managing the risk associated with the leakage of confidential data is to define and implement a data classification policy, which is a document that establishes the criteria, categories, roles, and responsibilities for identifying, labeling, and handling different types of data according to their sensitivity, value, and protection needs34.

Defining and implementing a data classification policy is the first step because it provides the foundation and framework for the data protection strategy, and enables the organization to prioritize and allocate the appropriate resources and controls for the most critical and confidential data34.

Defining and implementing a data classification policy is also the first step because it supports the compliance with the relevant laws and regulations, such as GDPR, HIPAA, or PCI-DSS, that require the organization to classify and protect the personal or financial data of its customers or clients34.

The other options are not the first step, but rather possible subsequent steps that may depend on or follow the data classification policy. For example:

Maintaining and reviewing the classified data inventory is a step that involves creating and updating a record of the data assets that have been classified, and verifying their accuracy and completeness over time34. However, this step is not the first step because it requires the data classification policy to provide the guidance and standards for the data inventory process34.

Implementing mandatory encryption on data is a step that involves applying a cryptographic technique that transforms the data into an unreadable format, and requires a key or a password to decrypt and access the data56. However, this step is not the first step because it requires the dataclassification policy to determine which data needs to be encrypted, and what level of encryption is appropriate56.

Conducting an awareness program for data owners and users is a step that involves educating and training the people who are responsible for or have access to the data, and informing them of their roles, obligations, and best practices for data protection78. However, this step is not the first step because it requires the data classification policy to define the data ownership and user rights, and the data protection policies and procedures78. References =

1: Top Four Damaging Consequences of Data Leakage | ZeroFox1

2: 8 Data Leak Prevention Strategies for 2023 | UpGuard2

3: Data Classification: What It Is, Why You Need It, and How to Do It3

4: Data Classification Policy Template - IT Governance USA4

5: Encryption: What It Is, How It Works, and Why You Need It5

6: Encryption Policy Template - IT Governance USA6

7: What Is Security Awareness Training and Why Is It Important? - Kaspersky7

8: Security Awareness Training - Cybersecurity Education Online | Proofpoint US8

New regulatory requirements impacting IT are those that impose new obligations, restrictions, or standards on how an organization uses, manages, or secures its IT systems, data, or services1. Examples of such regulations include the GDPR, the CCPA, the HIPAA, or the PCI-DSS2. New regulatory requirements impacting IT can pose significant challenges and risks for an organization, such as:

Compliance costs and efforts, such as updating policies, procedures, and systems, training staff, or hiring experts

Noncompliance penalties and consequences, such as fines, lawsuits, sanctions, or reputational damages

Operational disruptions or inefficiencies, such as system changes, data migrations, or service interruptions

Competitive disadvantages or opportunities, such as losing or gaining customers, partners, or markets3

The first step that should be done when a company is made aware of new regulatory requirements impacting IT is to review the risk tolerance and appetite. Risk tolerance is the acceptable level of variation that an organization is willing to accept around its risk appetite. Risk appetite is the amount and type of risk that an organization is willing to take in order to meet its strategic objectives. By reviewing the risk tolerance and appetite, the company can:

Establish a clear and consistent understanding of the organization’s goals, values, and expectations regarding the new regulatory requirements impacting IT

Assess the current and potential impacts of the new regulatory requirements impacting IT on the organization’s performance, operations, or assets

Determine the level of risk exposure and acceptance that the organization is comfortable with, and identify the risk thresholds or limits that should not be exceeded

Align the risk management strategies and actions with the organization’s risk tolerance and appetite, and prioritize the most critical and urgent risks to be addressed

Communicate and report the risk tolerance and appetite to the stakeholders and regulators, and ensure transparency and accountability

References = Regulating emerging technology | Deloitte Insights, Ten Key Regulatory Challenges of 2024 - kpmg.com, The Risks of Non-Compliance with Data Protection Laws, [Risk Tolerance - COSO], [Risk Appetite - COSO], [Risk Appetite and Tolerance - IRM]

Software as a service (SaaS) is a cloud computing model that provides software applications over the internet, without requiring the customer to install or maintain them on their own devices1. SaaS applicationscan offer many benefits, such as scalability, accessibility, and cost-efficiency, but they also pose security risks, such as data breaches, unauthorized access, and compliance violations2.

One of the best ways to protect an organization against breaches when using a SaaS application is to use data loss prevention (DLP) tools. DLP tools are software solutions that monitor, detect,and prevent the unauthorized transmission or leakage of sensitive data from an organization’s network or devices3. DLP tools can help an organization to:

Identify and classify sensitive data, such as personal information, intellectual property, or financial records, and apply appropriate policies and controls to protect them

Encrypt data in transit and at rest, and use secure protocols and encryption keys to ensure data confidentiality and integrity

Block or alert on suspicious or malicious data transfers, such as unauthorized uploads, downloads, or sharing of data to external sources or devices

Audit and report on data activities and incidents, and provide evidence for compliance with data protection regulations and standards, such as GDPR, HIPAA, or PCI-DSS4

References = What is SaaS?, Top 7 SaaS Security Risks (and How to Fix Them), What is Data Loss Prevention (DLP)?, Data Loss Prevention (DLP) for SaaS Applications

According to the CRISC exam content outline2, one of the tasks of a risk practitioner is to “report on risk, in line with organizational reporting requirements, to enable decision making andescalation”. Therefore, the first thing that the risk practitioner should do after discovering apolicy violation is to report the incident to the appropriate authority, such as the IT security manager or the risk management committee. This will ensurethat the incident is properly documented, investigated, and resolved, and that any potential impact or consequences are minimized.

The other options are not the first actions that the risk practitioner should take. Planning a security awareness session (B) may be a preventive measure to avoid future incidents, but it does not address the current one. Assessing the new risk © may be part of the risk response process, but it should be done after reporting the incident and gathering more information. Updating the risk register (D) may be a result of the risk assessment and response, but it should not be done before reporting the incident and following the organizational procedures.

Assessing the threat and associated impact is the next thing that a risk practitioner should do after learning that Internet of Things (IoT) devices installed in the production environment lack appropriate security controls for sensitive data. This is because assessing the threat and associated impact can help determine the level and nature of the risk posed by the IoT devices, as well as the potential consequences and costs of a security breach or incident. Assessing the threat and associated impact can also provide the basis for further risk analysis and response steps, such as evaluating risk appetite and tolerance levels, recommending device management controls, or enabling role-based access control. According to the CRISC Review Manual 2022, assessing the threat and associated impact is one of the key steps in the IT risk assessment process1. According to the web search results, assessing the threat and associated impact is a common and recommended practice for addressing the security risks of IoT devices

Reviewing the risk register change log is the best way for management to validate whether risk response activities have been completed, because it helps to track and monitor the changes and updates that have been made to the risk register, and to verify that the risk response activities have been implemented and closed. A risk register is a document that captures, identifies, assesses and tracks risk as part of the risk management process4. A risk register change log is a record that documents the date, description, and reason for each change or update that is made to the risk register. A risk response activity is an action or task that is performed to implement the chosen risk response strategy for a specific risk, such as avoid, transfer, mitigate, or accept. Reviewing the risk register change log is the best way, as it helps to ensure that the risk register is accurate and current, and that the risk response activities have been completed and reported. Reviewing evidence of risk acceptance, control effectiveness test results, and control design documentation are all possible ways to validate whether risk response activities have been completed, but they are not the best way, as they may not cover all the risk response activities, and they may not reflect the changes or updates in the risk register. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.4.1, page 101

A vulnerability assessment is a process that identifies and quantifies vulnerabilities in a system. It is the most effective process to determine the relevance of threats for risk scenarios as it helps in identifying potential security threats and vulnerabilities, quantifying the seriousness of each, and prioritizing techniques to mitigate attack and protect IT resources1.

References

2Identifying and Estimating Cybersecurity Risk for Enterprise Risk Management

3Threat Modeling Process | OWASP Foundation

1Threat modeling explained: A process for anticipating cyber attacks

4Hazard Identification and Risk Assessment: A Guide - SafetyCulture

5How to Write Strong Risk Scenarios and Statements - ISACA

An IT risk register is a document that records and tracks the IT-related risks that an organization faces, as well as the information and actions related to those risks, such as the risk description, assessment, response, status, and owner. An IT risk register is a valuable tool for managing andcommunicating IT risks and their impact on the organization’s objectives and operations. However, an IT risk register may also contain sensitive or confidential information that should not be disclosed or shared with unauthorized or irrelevant parties, as it may compromise the security, privacy, or reputation of the organization or its stakeholders. Therefore, the risk manager’s best approach to the request from the head of a business operations department to review the entire IT risk register is to determine the purpose of the request before sharing the register. This is a technique to understand and evaluate the reason and the need for the request, as well as the scope and the level of access that the requester requires or expects. By determining the purpose of therequest, the risk manager can ensure that the request is legitimate, appropriate, and relevant, and that the requester has a clear and valid interest or stake in the IT risk register. The risk manager can also ensure that the request is aligned with the organization’s policies, procedures, and standards for IT risk management and information sharing. The risk manager can also use the purpose of the request to decide what and how much information to share with the requester, and what conditions or restrictions to apply, such as confidentiality, accuracy, or timeliness. The other options are not the best approaches to the request from the head of a business operations department to review the entire IT risk register, as they may be premature, unnecessary, or ineffective. Escalating to senior management is a technique to involve or inform the higher-level authorities or decision makers about the request, which may be useful or required in some cases, but it may not be the first or the best step to take, as it may delay or complicate the process, or undermine the risk manager’s authority or responsibility. Requiring a nondisclosure agreement is a technique to protect the confidentiality and integrity of the information in the IT risk register by legally binding the requester to not disclose or misuse the information. However, a nondisclosure agreement may not be needed or appropriate in every case, and it may not prevent or address other issues or risks related to the information sharing, such as relevance, accuracy, or timeliness. Sanitizing portions of the register is a technique toremove or redact the sensitive or confidential information from the IT risk register before sharing it with the requester, which may be necessary or prudent in some cases, but it may not be sufficient or satisfactory, as it may affect the completeness, usefulness, or validity of the information, or raise questions or concerns from the requester.

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

Risk exposure is the product of risk likelihood and risk impact ratings. It represents the potential loss or damage that may result from a risk event. After implementing countermeasures, the risk likelihood and/or impact ratings may change, depending on the effectiveness of the countermeasures. Therefore, the risk exposure must also change to reflect the updated risk ratings. The other components of the register, such as risk owner, risk impact rating, and risk likelihood rating, may or may not change depending on the nature and scope of the countermeasures. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.4: IT Risk Response, page 87.

Annual loss expectancy (ALE) is a method to assign a monetary value to risk by multiplying the probability of a risk event by the potential loss associated with that event1. ALE can be used to compare the costs and benefits of different risk mitigation options and to determine the optimallevel of investment in riskmanagement2. Business impact analysis (BIA) is a process to identify and evaluate the potential effects of a disruption on the critical functions and processes of an organization3. BIA can help to forecast the impacts of a risk event, but it does not assign a monetary value to the risk itself. Cost-benefit analysis (CBA) is a technique to compare the costs and benefits of a project, decision, or action4. CBA can help to evaluate the feasibility and profitability of a risk mitigation option, but it does not assign a monetary value to the risk itself. Inherent vulnerabilities are the weaknesses or flaws in a system, process, or asset that expose it to potential threats5. Inherent vulnerabilities can increase the likelihood or impact of a risk event, but they do not assign a monetary value to the risk itself. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.2: Risk Analysis, pp. 77-81.

A risk response action plan is a document that specifies the actions to be taken to address the identified risks, the resources required, the timelines, the owners, and the expected outcomes. The risk response action plan should be aligned with the enterprise’s risk appetite and tolerance, and should be approved by the relevant stakeholders. The best way to ensure the implementation of an effective risk response action plan is to assign clear roles and responsibilities to the individuals or groups who will execute the actions, monitor the progress, and report the results. This will help to avoid confusion, ambiguity, duplication, or omission of tasks, and will ensure accountability and ownership of the risk responses. The other options are not as directly related to the implementation of the risk response action plan, although they may be involved in some aspects of it. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.4.1.1, pp. 121-122.

The most important factor for the risk practitioner to understand when creating an initial IT risk register is the organizational objectives. The organizational objectives are the specific, measurable, achievable, relevant, and time-bound (SMART) goals that the organization aims to accomplish. The organizational objectives should be aligned with the organization’s vision, mission, and strategy, as well as the stakeholder expectations and needs. The organizational objectives should also reflect the desired outcomes and benefits of the organization, such as increasing revenue, reducing costs, improving quality, or enhancing customer satisfaction. Understanding the organizational objectives is the most important factor when creating an initial IT risk register, because it provides the context, scope, and criteria for identifying, analyzing, and prioritizing the IT risks that may affect or be affected by the organizational objectives.Understanding the organizational objectives also helps to align the IT risk management process with the organizational risk management process, and to communicate the value and impact of the IT risks and the IT risk responses to the senior management and other stakeholders. The other options are not the most important factor, although they may be relevant or influential to the IT risk register. Enterprise architecture (EA) is a conceptual blueprint that defines the structure and operation of an organization. EA describes the current and future state of the organization in terms of its business processes, information systems, and technology infrastructure, and the relationships and dependencies among them. EA also provides the principles, standards, and guidelines for designing, developing, and implementing the organization’s solutions and services. EA can help to understand the IT risk sources, causes, and effects, as well as the IT risk mitigation options and opportunities, but it does not define the purpose or the scope of the IT risk register. Control environment is the set of policies, procedures, and mechanisms that ensure the reliability, security, and quality of the organization’s activities and information. Control environment includes the tone and culture at the top, the roles and responsibilities for governance and oversight, the internal control framework and methodology, and the monitoring and reporting systems. Control environment can help to assess the IT risk levels and the IT risk responses, as well as to ensure the compliance and accountability of the IT risk management process, but it does not provide the context or the criteria for the IT risk register. IT objectives are the specific, measurable, achievable, relevant, and time-bound (SMART) goals that the IT function aims to accomplish. IT objectives should be aligned and consistent with the organizational objectives, as well as the IT strategy and IT governance. IT objectives should also reflect the expected outcomes and benefits of the IT function, such as delivering value, enabling innovation, or supporting transformation. IT objectives can help to identify and prioritize the IT risks that may affect or be affected by the IT objectives, but they are not the same as or more important than the organizational objectives. References = Three Steps to Creating a Simple IT Risk Register - Gartner, Risk Register Template and Examples | Prioritize and Manage Risk, IT Resources | Knowledge & Insights | ISACA

According to the definition of key control indicators (KCIs), they are metrics that provide information on the extent to which a given control is meeting its intended objectives in terms of loss prevention, reduction, etc.1 Therefore, option D is the correct answer, as it reflects the purpose and function of KCIs. The other options are not accurate descriptions of KCIs, as they do not directly relate to the performance or outcome of the control. Option A is more relevant to the efficiency or productivity of the control, not its effectiveness. Option B is more relevant to the role of key risk indicators (KRIs), which measure the level of risk exposure or potentialimpact of risk events2. Option C is also more related to KRIs, as they monitor changes in the likelihood or frequency of adverse events due to risk factors2.

Implementing mock phishing exercises is the most effective way to validate organizational awareness of cybersecurity risk, because it helps to measure and test the knowledge and behavior of the employees regarding the detection and prevention of phishing attacks, which are one of the most common and dangerous forms of cybersecurity risk. A phishing attack is a fraudulent attempt to obtain sensitive or confidential information, such as usernames, passwords, or credit card details, by impersonating a legitimate or trusted entity, such as a bank, a government agency, or a colleague, through email, phone, or other communication channels. A mock phishing exercise is a simulated phishing attack that is conducted by the organization or a thirdparty to assess the level of awareness and readiness of the employees to recognize and respond to phishing attacks, and to provide feedback and training to improve their skills andknowledge. Implementing mock phishing exercises is the most effective way, as it helps to validate the actual and practical awareness of cybersecurity risk, and to identify and address the gaps or weaknesses in the employees’ awareness and behavior. Conducting security awareness training, updating the information security policy, and requiring two-factor authentication are all useful ways to enhance organizational awareness of cybersecurity risk, but they are not the most effective way, as they do not directly validate the awareness and behavior of the employees regarding phishing attacks. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.2, page 158

According to the CRISC Review Manual, recovery time objectives (RTOs) are the maximum acceptable time that an IT system can be inoperable without causing significant damage to the business operations and objectives. RTOs are determined by the business impact analysis (BIA) and are used to define the recovery strategies and priorities. Therefore, if the RTOs do not meet the business requirements, it would be themost significant deficiency in the BCP, as it would imply that the recovery plan is not aligned with the business needs and expectations. The other options are not the most significant deficiencies, as they do not directly affect the recovery time and the business continuity. BCP testing is not necessarily done in conjunction with the DRP, as they have different scopes and objectives. BCP testing can use different methods, such as walk-through, simulation, or full interruption, depending on the purpose and scope of the test. Each business location can have separate BCPs, as long as they are consistent with the enterprise-wide BCP and the business requirements. References = CRISC Review Manual, 7th Edition, Chapter 5, Section 5.2.2, page 240.

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

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

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

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

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

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

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

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

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

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

References =

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

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

What is shadow IT? - Article | SailPoint

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

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

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

Enterprise Architecture Governance - CIO Wiki

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.

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

Purpose of Warning Banners

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

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

Effectiveness as a Deterrent Control

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

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

Comparison with Other Control Types

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

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

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

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

References

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

Communicating the new risk profile is the best recommendation for a risk practitioner for an organization that recently changed its organizational structure, because it helps to inform and align the stakeholders on the current state of risks and their implications for the organization’s objectives and strategy. A risk profile is a summary of the key risks that an organization faces, along with their likelihood, impact, and response strategies. An organizational structure is the way that an organization arranges its people, roles, and responsibilities to achieve its goals and deliver its value proposition. A change in the organizational structure may affect the risk profile, as it may introduce new sources or types of risk, or alter the existing risk levels orresponses. Therefore, communicating the new risk profile is the best recommendation, as it helps to ensure that the stakeholders are aware of and prepared for the changes and challenges that the new organizational structure may bring. Implementing a new risk assessment process, revalidating the corporate risk appetite, and reviewing and adjusting key risk indicators (KRIs) are all important tasks to perform after communicating the new risk profile, but they are not the best recommendation, as they depend on the communication and understanding of the new risk profile. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.2.3, page 91

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 orunacceptable. The other options are not the main benefit of using KRIs, although they may be secondary benefits or outcomes. KRIs signal that a change in the control environment has occurred, provide a basis to set the risk appetite for an organization, and assist in the preparation of the organization’s risk profile. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.4.1, page 4-36.

When preparing a risk status report for periodic review by senior management, it is most important to ensure the report includes risk exposure in business terms. Risk exposure is the potential loss or harm that may result from a risk event. Expressing risk exposure in business terms can help senior management to understand the impact and significance of the risk on the organization’s objectives, performance, and value. A detailed view of individual risk exposures, a summary of incidents that have impacted the organization, and recommendations by an independent risk assessor are other possible contents of the report, but they are not as important as risk exposure in business terms. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 10; CRISC Review Manual, 6th Edition, page 140.

A RACI matrix is a tool that assigns the roles and responsibilities for each risk, such as who is responsible, accountable, consulted, and informed. A RACI matrix helps to clarify the expectations and accountabilities for each risk owner and stakeholder, and to ensure that the risk is managed and monitored effectively and efficiently.

A risk register is a document that records and tracks the identified risks, their likelihood, impact, and mitigation strategies. A risk register does not assign the accountability for each risk, but rather the ownership and response.

A risk catalog is a collection of risks that have been identified and categorized based on common attributes, such as source, type, or impact. A risk catalog does not assign the accountability for each risk, but rather the classification and description.

A risk scenario is a technique that simulates the possible outcomes of different risk events and assesses their impact on the enterprise’s objectives and operations. A risk scenario does not assign the accountability for each risk, but rather the analysis and evaluation.

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

Residual riskrepresents the amount of risk remaining after controls have been applied. Tracking its reduction over time directly indicates whether controls are effectively reducing risk to withintolerance limits.

 Encrypting data before it leaves the organization is the best way to protect sensitive data from administrators within a public cloud, as it ensures that the data is secured at the source and remains encrypted throughout the transmission and storage in the cloud. Using an encrypted tunnel to connect to the cloud, encrypting the data in the cloud database, and encrypting physical hard drives within the cloud are not the best ways, as they may not prevent the cloud administrators from accessing the data or the encryption keys, or may not protect the data from unauthorized interception or modification during the transmission. References = CRISC Review Manual, 7th Edition, page 153.

The risk practitioner should report that the associated risk has been deferred, as this means that the risk response has been postponed or delayed due to lack of resources or other constraints. Deferring a risk response implies that the risk owner acknowledges the risk and intends to implement the risk mitigation action plan at a later stage, when the resources or conditions are available. The other options are not correct, as they do not reflect the actual status of the risk response. Mitigating a risk means that the risk response has been implemented and the risk level has been reduced. Accepting a risk means that the risk response has been rejected or waived, and the risk level has been accepted as it is. Avoiding a risk means that the risk response has beenimplemented and the risk level has been eliminated or transferred. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk Response, page 146.

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.

According to the CRISC Review Manual, the risk owner is the person who has the authority and accountability to manage a specific risk and its associated controls1. The risk owner is also responsible for ensuring that the risk is within the acceptable level and that the risk response is effective and efficient2. Therefore, the most appropriate owner for a newly identified IT risk is the individual who has the authority to commit organizational resources to mitigate the risk, asthey have the most interest and influence on the risk and its impact on the business objectives. The other options are not the most appropriate owners for a newly identified IT risk, as they may not have the authority or the accountability to manage the risk. The manager responsible for IT operations that will support the risk mitigation efforts may have the operational responsibility or the oversight of the risk management activities, but they may not have the authority to allocate the resources or approve the risk response. A project manager capable of prioritizing the risk remediation efforts may have the project management skills or the knowledge of the risk management process, but they may not have the accountability or the ownership of the risk or its outcomes. The individual with the most IT risk-related subject matter knowledge may have the technical expertise or the understanding of the risk and its causes, but they may not have the decision-making power or the responsibility to manage the risk or its controls. References = CRISC Review Manual, pages 32-331; CRISC Review Questions, Answers & Explanations Manual, page 822

A system availability risk scenario is a situation where a system or a service is not accessible or functional due to a failure or an attack. The likelihood of such a scenario depends on the vulnerabilities or weaknesses that exist in the system or the service, and the threats or attackers that could exploit them. Therefore, by scanning the critical systems or services for vulnerabilitiesand analyzing the results, one can estimate the probability or frequency of a system availability risk scenario1.

A vulnerability scan is a process of identifying and evaluating the potential security risks in a system or a service. A vulnerability scan report provides a list of vulnerabilities that have been detected, categorized by their severity levels, and accompanied by remediation recommendations. By reviewing the report, one can understand the current security posture of the system or the service, and the actions that need to be taken to address the vulnerabilities2.

The other options are not the best ways to determine the likelihood of a system availability risk scenario, but rather some of the factors or outcomes of it. Availability of fault tolerant software is a factor that can reduce the likelihood of a system availability risk scenario, as it means that the software can continue to operate without interruption even if some of its components fail. Fault tolerant software can achieve this by using backup or redundant components, or by implementing error detection and correction mechanisms3. Strategic plan for business growth is an outcome of a system availability risk scenario, as it can affect the organization’s objectives and strategies. A system availability risk scenario can have negative impacts on the organization’s performance, reputation, customer satisfaction, and competitive advantage, and thus hamper its growth potential4. Redundancy of technical infrastructure is a factor that can reduce the likelihood of a system availability risk scenario, as it means that the infrastructure has duplicate or alternativedevices or paths that can take over in case of a failure or an attack. Redundancy of technical infrastructure can ensure network availability and prevent data loss5. References =

Describe the risk scenarios | NZ Digital government

How to Read a Vulnerability Scan Report | Evolve Security

Learn about Fault Tolerant Servers | What is Fault Tolerance?-Stratus

The Importance of Redundancies in Your Infrastructure - INAP

What is Redundancy? - Your IT Department

[CRISC Review Manual, 7th Edition]