Isaca CRISC - Certified in Risk and Information Systems Control

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.

The most important factor for sustainable development of secure IT services is security training for systems development staff. Security training helps to ensure that the staff members are aware of the security risks, requirements, and best practices that affect the IT services they develop. Security training also helps to improve the security skills and knowledge of the staff members,and to foster a security culture and behavior within the development team. Security training can also help to prevent or reduce security defects, vulnerabilities, or incidents in the IT services, and to enhance the security performance and quality of the IT services. Well-documented business cases, security architecture principles, and secure coding practices are also important factors for sustainable development of secure IT services, but they are not as important as security trainingfor systems development staff. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.1.1.2, page 2291

1: ISACA Certified in Risk and Information Systems Control (CRISC®) Exam Guide, Answer to Question 653.

The vendor must host data in a specific geographic location to ensure that the data is protected by the applicable data protection laws of the EU or the country where the data originates. This is especially important for SaaS customers who transfer personal data from the EU to third countries, as they need to comply with the GDPR and the new Standard Contractual Clauses (SCCs) that regulate such transfers. The vendor must also provide adequate security measures and guarantees to protect the data from unauthorized access, disclosure, or loss. References = Risk and Information Systems Control Study Manual, Chapter 5: IT Risk Mitigation, Section 5.3: IT Risk Mitigation Strategies and Approaches, Page 253; Data Protection – New EU Standard Contractual Clauses - Bodle Law.

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

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

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

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

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

Support and inform the risk decision making and improvement23

KRIs can be classified into different types, such as:

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

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

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

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

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

Risk Maturity Assessment Explained | Risk Maturity Model

Key Risk Indicators - ISACA

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

Key Risk Indicators: Types and Examples

[CRISC Review Manual, 7th Edition]

Risk mitigation is most effective when the residual risk is optimized, as it means that the risk exposure and impact have been reduced to the level that is aligned with the risk tolerance and appetite of the organization, and that the risk response is cost-effective and optimal. The other options are not the factors that determine the effectiveness of risk mitigation, as they are more related to the types or sources of risk, respectively, rather than the level or outcome of risk. References = CRISC Review Manual, 7th Edition, page 111.

For a KRI to be actionable and effective, it must haveobjective thresholds. These thresholds act as triggers for decision-making and allow for timely response before risk materializes.

The risk inventory contains a current and historical record of identified risks and their statuses. Monitoring this inventory reveals emerging risks, shifts in severity, and whether mitigation is effective. It supports trend analysis and continuous improvement.

A control assessment is the process of evaluating the design and effectiveness of controls that are implemented to mitigate risks. A control assessment can help identify the root causes of data loss, thegaps in the existing controls, and the potential solutions to improve the control environment. A control assessment should be conducted after identifying a high probability of data loss in a system, as it can provide valuable information for risk response and reporting. References = Risk and Information Systems Control Study Manual, Chapter 3: Risk Response and Mitigation, Section 3.2: Control Assessment, p. 147-149.

 IT risk owners are the most appropriate people to review the completed list of potential key risk indicators (KRIs) and select the ones that should be implemented. IT risk owners are the individuals who have the authority and accountability to manage the IT risks within their scope of responsibility. They are also responsible for defining the risk appetite, tolerance, and thresholds for their IT operations, and for ensuring that the KRIs are aligned with the business objectives and risk management strategy. IT security managers, IT control owners, and IT auditors are also involved in the risk management process, but they do not have the same level of authority and accountability as IT risk owners, and they may have different perspectives and priorities on the selection of KRIs. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.3.1, page 1-13.

 A key outcome of risk ownership is that risk responsibilities are addressed, as this means that the risk owner has the authority and accountability to manage the risk, and that the roles and expectations of the other stakeholders are clearly defined and agreed upon. Risk ownership is the process of assigning a person or entity with the responsibility to manage a particular risk. Risk ownership helps to ensure that the risk is properly identified, assessed, and treated, and that the risk status and performance are monitored and reported. The other options are not key outcomes of risk ownership, although they may be related or beneficial aspects of it. Risk-related information is communicated is an outcome of risk reporting, which is a part of risk monitoring and control. Risk-oriented tasks are defined is an outcome of risk response planning, which is a part of risk treatment. Business process risk is analyzed is an outcome of risk assessment, which is a part of risk identification and analysis. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Identification, page 47.

Multi-factor authentication (MFA)significantly enhances transaction integrity by ensuring that users are who they claim to be. It is a practical, widely adopted control to prevent unauthorized access.

Modifying logs before analysis compromises the integrity and reliability of monitoring processes. This action creates a risk of inaccurate data feeding into key risk indicators, which undermines the effectiveness of monitoring and decision-making. Maintaining log integrity is a foundational practice inRisk Monitoring and Reporting.

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

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

 The percentage of relevant threats mitigated is the best key control indicator (KCI) to determine the effectiveness of an intrusion prevention system (IPS), because it measures how well the IPS is performing its intended function of preventing unauthorized access or attacks. The percentageof system uptime is not a good KCI, because it does not reflect the quality or accuracy of the IPS. The total number of threats identified is not a good KCI, because it does not indicate how many of those threats were actually prevented by the IPS. The reaction time of the system to threats is not a good KCI, because it does not measure the impact or severity of the threats that were prevented or not prevented by the IPS. References = CRISC: Certified in Risk & Information Systems Control Sample Questions2

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.

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

The information classification policy is the most important document regarding the treatment of sensitive data, because it defines the categories and criteria for classifying data according to their sensitivity, confidentiality, and value to the organization, and specifies the appropriate handling and protection measures for each category. Sensitive data are data that contain personal,proprietary, or confidential information that may cause harm or damage to the organization or its stakeholders if disclosed, modified, or destroyed without authorization. An information classification policy helps to ensure that sensitive data are identified and treated in a consistent and secure manner, and that the organization complies with the applicable laws andregulations regarding data protection and privacy. An encryption policy, an organization risk profile, and a digital rights management policy are all useful documents for the treatment of sensitive data, but they are not the most important document, as they do not directly address the classification and handling of sensitive data. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.2, page 158

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

KRIs should be identified during the development of a risk monitoring process to ensure alignment with organizational objectives and effective risk tracking. This reflectsProactive Risk Monitoring.

Automated information security controls are controls that are implemented or executed by software or hardware, without human intervention, to protect the confidentiality, integrity, and availability of information and systems1. Examples of automated information security controls include firewalls, antivirus software, encryption, authentication, and logging2. The effectiveness of automated information security controls refers to how well they achieve their intended objectives and outcomes, such as preventing, detecting, or responding to security threats or incidents3. The best way to measure the effectiveness of automatedinformation security controls prior to going live is to test them in a non-production environment, which is an environment thatsimulates the production environment, but does not contain real or sensitive data orsystems4. Testing in a non-production environment allows the organization to verify the proper and consistent configuration, functionality, and performance of the automated information security controls, without affecting the normal operations or risking the exposure of the data or systems5. Testing in a non-production environment also enables the organization to identify andresolve any issues or gaps in the automated information security controls, and to evaluate their compatibility and interoperability with other systems or controls6. Performing a security control review, reviewing the security audit report, and conducting a risk assessment are not the best ways to measure the effectiveness of automated information security controls prior to going live, as they do not provide direct and timely information on the configuration, functionality, and performance of the automated information security controls. Performing a security control review is a process that involves checking and verifying that the organization’s security controls are up to date, relevant, and effective7. A security control review can help to identify and address any issues or gaps in the security controls, but it does not show the actual behavior and results of the automated information security controls in a realistic environment. Reviewing the security audit report is a process that involves reading and analyzing the findings and recommendations of an independent examination and evaluation of the organization’s security controls8. A security audit report can help to provide assurance and advice on the adequacy and effectiveness of the security controls, but it does not show the current and dynamic status and performance of the automated information security controls in a changing environment. Conducting a risk assessment is a process that involves identifying, analyzing, and evaluating the risks and their potential impacts on the organization’s objectives and performance. A risk assessment can help to anticipate and prepare for the risks that may affect the organization’s security, but it does not show the actual impact and outcome of the automated information security controls in a specific scenario. References = 1: Automation Support for Security Control Assessments - NIST2: Automated Security Control Assessment: When Self-Awareness Matters3: Technology Control Automation: Improving Efficiency, Reducing … - ISACA4: [What is a Non-Production Environment? | Definition and FAQs] 5: [Why You Need a Non-Production Environment - Plutora] 6: [Testing Automated Security Controls - SANS Institute] 7: A brief guide to assessing risks and controls | ACCA Global8: IT Risk Resources | ISACA : [Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.1: Risk Identification, pp. 57-59.]

The organization has adopted the risk treatment of transfer, which means that it has shifted some or all of the potential negative consequences of a risk event to another party, such as a vendor, an insurer, or a partner. By including penalties for loss of availability in the contract, the organization has transferred the financial impact of a service disruption to the vendor, who will be liable for compensating the organization for the loss. Transfer does not eliminate the risk, but it reduces the organization’s exposure to the risk.

The first step is to assess whether the ineffective controls result in residual risk exceeding the risk appetite. This establishes the urgency and priority of remediation efforts and ensures alignment with enterprise risk thresholds, reflecting principles ofRisk Assessment and Prioritization.

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

Risk scenario description and risk ID

Risk owner and other stakeholders

Risk response strategy and objectives

Risk response actions and tasks

Resources, costs, and benefits

Roles and responsibilities

Timeline and milestones

Performance indicators and monitoring mechanisms

Contingency plans and triggers

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

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

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

Identifying stakeholders ensures that all perspectives are considered, contributing to a holistic view of risk and improving communication and response planning.

 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

 The best course of action for a newly hired risk practitioner who finds that the risk register has not been updated in the past year is to identify changes in risk factors and initiate risk reviews. This would help the risk practitioner to update the risk register with the current and relevant information on the risks facing the enterprise, such as their sources, drivers, indicators, likelihood, impact, and responses. It would also help the risk practitioner to evaluate the effectiveness of the existing controls, and to identify any new or emerging risks that need to be addressed. Identifying changes in risk factors and initiating risk reviews would enable the risk practitioner to maintain the accuracy and completeness of the risk register, and to provide valuable input for the risk management process. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.1.1, page 2271

 A violation of segregation of duties is when the same person performs two or more conflicting tasks that could compromise the security or integrity of a system or process. In the context of IT risk management, segregation of duties aims to prevent fraud, errors, sabotage, theft, misuse of information, and other security breaches. One of the common categories of functions to be separated is the authorization function, which involves evaluating and approving transactions or changes. Another category is the custody function, which involves managing or accessing physical or digital assets. A programmer who writes and promotes code into production is performing both the authorization and the custody functions, which creates a high-risk conflict.The programmer could introduce malicious or erroneous code into the system without proper review or approval, and potentially cause harm to the organization or its stakeholders. Therefore, this scenario is a violation of segregation of duties. References =

Segregation of Duties: Examples of Roles, Duties & Violations

Separation of duties - Wikipedia

Segregation of duties: prevent fraud and error - eftsure

Outsourcing IT security operations is a common practice that can provide benefits such as cost savings, access to specialized skills, and improved service quality12. However, outsourcing also introduces risks such as loss of control, dependency, contractual issues, and service failures12.

When an organization outsources its IT security operations to a third party, it does not transfer the accountability for the risk associated with the outsourced operations. Accountability is the obligation to answer for the execution of one’s assigned responsibilities34.

The organization’s management is ultimately accountable for the risk associated with the outsourced operations, as they are responsible for defining the organization’s risk appetite, strategy, and objectives, and for ensuring that the organization’s IT security operations are aligned with them34.

The organization’s management is also accountable for selecting, contracting, and overseeing the third party, and for ensuring that the third party meets the agreed service levels, standards, and compliance requirements34.

The organization’s management is also accountable for monitoring and reporting the risk associated with the outsourced operations, and for taking corrective actions when necessary34.

The other options are not ultimately accountable, but rather have different roles and responsibilities in relation to the outsourced operations. For example:

The third party’s management is responsible for delivering the IT security services according to the contract, and for managing the risk within their own organization34. They are accountable to the organization’s management, but not to the organization’s stakeholders.

The control operators at the third party are responsible for implementing and operating the IT security controls according to the service specifications, and for reporting any issues orincidents to the organization’s management34. They are accountable to the third party’s management, but not to the organization’s management or stakeholders.

The organization’s vendor management office is responsible for facilitating the relationship between the organization and the third party, and for supporting the organization’s management in the outsourcing process34. They are accountable to the organization’s management, but not for the risk associated with the outsourced operations. References =

1: Outsourcing IT Security: A Risk Management Perspective, ISACA Journal, Volume 2, 2019

2: The Cyber Security Risks Of Outsourcing, Cybersecurity Intelligence, January 4, 2022

3: Accountability for Information Security Roles and Responsibilities, Part 1, ISACA Journal, Volume 5, 2019

4: Risk IT Framework, ISACA, 2009

The most significant benefit of using a consistent risk ranking methodology across an organization is that it enables a clear understanding of risk levels, as this facilitates the comparison and prioritization of risks, the communication and reporting of risks, and the alignment of risk management with the enterprise’s objectives and strategy. A consistent risk ranking methodology is a set of criteria and scales that are used to measure and rate the likelihood and impact of risks, as well as other factors such as urgency, velocity, and persistence. A consistent risk ranking methodology ensures that the risk assessment results are objective, reliable, and comparable across different business units, processes, and projects. The other options are not the most significant benefits of using a consistent risk ranking methodology,although they may be secondary benefits or outcomes of doing so. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Assessment, page 97.

Business impact analysis (BIA) is the most helpful tool in identifying loss magnitude during risk analysis of a new system, as it involves estimating the potential financial and operational losses resulting from the disruption or degradation of the system. Recovery time objective (RTO), cost-benefit analysis, and cyber insurance coverage are not the most helpful tools, as they are more related to the recovery, evaluation, andtransfer of the risk, respectively, rather than the identification of the loss magnitude. References = CRISC Review Manual, 7th Edition, page 108.

According to the CRISC Review Manual1, risk tolerance is the acceptable level of variation that management is willing to allow for any particular risk as it pursues its objectives. Risk tolerance provides a helpful reference point when communicating the results of a risk assessment to stakeholders, as it helps to compare the current level of risk exposure with the desired level of risk exposure, and to prioritize and allocate resources for risk response. Risk tolerance also helps to align the risk assessment results with the stakeholder expectations and preferences, and to facilitate risk-based decision making. References = CRISC Review Manual1, page 192.

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.

Key risk indicators (KRIs) are metrics that provide information on the level of exposure to a given risk. They enable ongoing monitoring of emerging risk by alerting the organization when the risk level exceeds thepredefined threshold or tolerance. By using KRIs, the organization can track the changes in the risk environment and take timely and appropriate actions to mitigate or avoid the risk.

Helping an organization identify emerging threats, benchmarking the organization’s risk profile, and identifying trends in the organization’s vulnerabilities are all possible uses of KRIs, but they are not the primary benefit. The primary benefit is to enable ongoing monitoring of emerging risk, which encompasses all these aspects and more. References = CRISC Review Manual, 7th Edition, ISACA, 2020, page 27-281

Risk responses are the actions or strategies that are taken to address the risks that may affect the organization’s objectives, performance, or value creation12.

The most effective way to increase the likelihood that risk responses will be implemented is to assign ownership, which is the process of identifying and appointing the individuals or groups who are responsible and accountable for the execution and monitoring of the risk responses34.

Assigning ownership is the most effective way because it ensures the clarity and commitment of the roles and responsibilities for the risk responses, and avoids the confusion or ambiguity that may arise from the lack of ownership34.

Assigning ownership is also the most effective way because it enhances the communication and collaboration among the stakeholders involved in the risk responses, and provides the feedback and input that are necessary for the improvement and optimization of the risk responses34.

The other options are not the most effective way, but rather possible steps or tools that may support or complement the assignment of ownership. For example:

Creating an action plan is a step that involves defining and documenting the specific tasks, resources, timelines, and deliverables for the risk responses34. However, this step is not the most effective way because it does not guarantee the implementation of the risk responses, especially if there is no clear or agreed ownership for the action plan34.

Reviewing progress reports is a tool that involves collecting and analyzing the information and data on the status and performance of the risk responses, and identifying the issues or gaps that need to be addressed34. However, this tool is not the most effective way because it does not ensure the implementation of the risk responses, especially if there is no ownership for the progress reports or the corrective actions34.

Performing regular audits is a tool that involves conducting an independent and objective assessment of the adequacy and effectiveness of the risk responses, and providing the findings and recommendations for improvement56. However, this tool is not the most effective way because it does not ensure the implementation of the risk responses,especially if there is no ownership for the audit results or the follow-up actions56. References =

1: Risk IT Framework, ISACA, 2009

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

3: Risk Response Plan in Project Management: Key Strategies & Tips1

4: ProjectManagement.com - How to Implement Risk Responses2

5: IT Audit and Assurance Standards, ISACA, 2014

6: IT Audit and Assurance Guidelines, ISACA, 2014

Introducing recovery control procedures is the best way to address the risk of an outage of the fraud detection system for an online payment processor, because it helps to restore the functionality and availability of the system as quickly and effectively as possible, and to minimize the impact and disruption to the business operations and customers. A fraud detection system is a system that monitors and analyzes the transactions and activities of an online payment processor, and detects and prevents any fraudulent or suspicious behavior, such as identity theft, money laundering, or chargebacks. An outage is a situation where the system is unavailable or inaccessible, due to factors such as technical failure, human error, or malicious attack. An outage of the fraud detection system may have severe consequences for the online payment processor, such as financial losses, reputational damage, customer dissatisfaction, or regulatory penalties. A recovery control procedure is a procedure that defines the steps and actions to be taken to recover the system from an outage, such as identifying the root cause, isolating the affected components, restoring the data and functionality, testing the system, and reporting the incident. Introducing recovery control procedures is the best way to address the risk, as it helps to ensure that the system is back online and operational as soon as possible, and that the risk exposure and impact are reduced and contained. Implementing continuous control monitoring, communicating the risk to management, and documenting a risk response plan are all possible ways to address the risk, but they are not the best way, as they do not directly address the recovery of the system from an outage, and they may not be sufficient or effective to mitigate the risk. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.4.1, page 208

A cost-benefit analysis is the best method to assist in justifying an investment in automated controls, as it helps to compare and evaluate the costs and benefits of the investment and to determine its feasibility and profitability. A cost-benefit analysis is a process of identifying, measuring, and comparing the expected costs and benefits of a project or a decision, such asinvesting in automated controls. A cost-benefit analysis can help to justify an investment in automated controls by providing the following benefits:

It enables a data-driven and evidence-based approach to decision making, rather than relying on subjective or qualitative judgments.

It facilitates a consistent and standardized way of assessing and communicating the value and impact of the investment across the organization and to the external stakeholders.

It supports the alignment of the investment with the organizational strategy and objectives, and helps to evaluate the achievement of the desired outcomes.

It helps to identify and prioritize the opportunities and challenges of the investment, and to develop and implement appropriate strategies and actions to address them.

It provides feedback and learning opportunities for the investment and its outcomes, and helps to foster a culture of continuous improvement and innovation.

The other options are not the best methods to assist in justifying an investment in automated controls. Alignment of investment with risk appetite is an important aspect of risk management, but it does not directly address the costs and benefits of the investment. Risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Alignment of investment with risk appetite helps to ensure that the investment is consistent with the organizational risk tolerance and preferences,and does not expose the organization to excessive or unacceptable risk. Elimination of compensating controls is a possible benefit of investing in automated controls, but it is not a method to justify the investment. Compensating controls are alternative or additional controls that are implemented to mitigate the risk when the primary or preferred controls are not feasible or effective. Elimination of compensating controls can help to reduce the complexity and costs of the control environment, and to improve the efficiency and reliability of the controls. Reduction in personnel costs is a possible benefit of investing in automated controls, but it is not a method to justify the investment. Personnel costs are the expenses related to the staff and employees involved in the processes or functions that are automated. Reduction in personnel costs can help to increase the profitability and productivity of the organization, and to allocate the resources more effectively and efficiently. References = Cost Benefit Analysis: An Expert Guide | Smartsheet, IT Risk Resources | ISACA, Automation - Efficiency, Cost-Savings, Robotics | Britannica

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 should be updated regularly to reflect the current status and changes of the risks, as well as the actions taken to mitigate or resolve them2. The most comprehensive information for updating a risk register would come from the results of the latest risk assessment, which is a process that involves identifying, analyzing, and evaluating the risks and their potential impacts3. A risk assessment provides a detailed and systematic overview of the risks, theirsources, causes, likelihood, severity, and consequences, as well as the existing and planned controls andresponses4. A risk assessment also helps to prioritize the risks based on their level of exposure and urgency, and to align them with the organization’s risk appetite and tolerance5. Therefore, the results of the latest risk assessment would provide the most relevant and complete information for updating a risk register and ensuring that it reflects the current risk profile and situation of the project or the organization. Results of a risk forecasting analysis are not the most comprehensive information for updating a risk register, as they do not provide a complete picture of the risks and their impacts. A risk forecasting analysis is a technique that uses historical data, trends, and scenarios to estimate the potential outcomes and impacts of future events that may affect the organization’s objectives and performance6. A risk forecasting analysis can help to anticipate and prepare for the risks, but it does not provide specific information on the sources, causes, likelihood, severity, and consequences of the risks, nor the existing and planned controls and responses. A review ofcompliance regulations is not the most comprehensive information for updating a risk register, as it does not cover all the aspects and dimensions of risk management. A review of compliance regulations is a process that involves checking and verifying that the organization’s activities, processes, and systems are in accordance with the applicable laws, rules, and standards7. A review of compliance regulations can help to identify and mitigate the risks related to legal or regulatory violations, but it does not provide specific information on the other types and sources of risks, such as operational, strategic, financial, or reputational risks, nor the existing and planned controls and responses. Findings of the most recent audit are not the most comprehensive information for updating a risk register, as they do not provide a current and holistic view of the risks and their impacts. An audit is an independent examination and evaluation of the organization’s activities, processes, and systems, to provide assurance and advice on their adequacy and effectiveness. An audit can help to identify and report the issues or gaps in the organization’s risk management, but it does not provide specific information on the current status and changes of the risks, nor the existing and planned controls and responses. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.2: Risk Monitoring, pp. 189-191.

 The FIRST thing that the organization should do to reduce the risk of data exposure when modifying its system to enable acceptance of credit card payments is to conduct a risk assessment, because it is a process that involves identifying and analyzing the potential risks, threats, and vulnerabilities that may affect the system and the data, and their likelihood and impact on the business objectives and processes. A risk assessment can help to determine the current risk level and exposure, and to provide the basis for selecting and implementing the appropriate risk responses and controls. The other options are not the first thing that the organization should do, because:

Option B: Updating the security strategy is a result of conducting a risk assessment, but not the first thing that the organization should do. A security strategy is a plan that defines the security objectives, policies, standards, and procedures for the system and the data, and it should be aligned with the risk assessment results and the business requirements and expectations.

Option C: Implementing additional controls is a response to the risk assessment results, but not the first thing that the organization should do. Controls are the measures that are designed and implemented to prevent or reduce the occurrence or impact of the risks, threats, and vulnerabilities, and to ensure the confidentiality, integrity, and availability of the system and the data.

Option D: Updating the risk register is a part of the risk assessment process, but not the first thing that the organization should do. A risk register is a tool that documents and tracks the identified risks, their characteristics, their status, and their responses, and it should be updated regularly to reflect the current risk profile and exposure of the system and the data. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 108.

Awareness training is the most likely control that failed in this scenario, as it is designed to educate employees on the proper handling and protection of sensitive data, and the consequences of violating the organizational policy. Awareness training can help to prevent or reduce the occurrence of human errors, such as inadvertently removing a file from the premises, that may result in data loss or breach. The other options are not the most likely controls that failed, as they are either not directly related to the scenario or not sufficient to prevent the incident. Background checks are used to verify the identity, qualifications, and trustworthiness of potential or current employees, but they do not ensure that employees will always follow the policy or avoidmistakes. User access is used to restrict the access to information systems or resources based on the identity, role, or credentials of the user, but it does not prevent the user from copying or removing the data once they have access. Policy management is used to create, communicate, and enforce the organizational policy, but it does not ensure that employees will understand orcomply with the policy. References = Sensitive Data Essentials – The Lifecycle Of A Sensitive File; Personal data breach examples | ICO; How do I prevent staff accidentally sending personal information … - GCIT; 10 Ways to Protect Sensitive Employee Information; My personal data has been lost after a breach, what are my rights …

According to the GDPR, personal data shall be collected for specified, explicit and legitimate purposes and not further processed in a manner that is incompatible with those purposes1. This means that a business unit can only use personal information for a different purpose if it has obtained the consent of the data subject, or if it has a clear legal basis or obligation to do so2. Therefore, informed consent should be the first consideration when a business unit wants to use personal information for a purpose other than for which it was originally collected.

References = GDPR Article 5 (1) (b) and Article 6 (4)1, ICO Principle (b): Purpose limitation2

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

Risk appetite is the best criterion to determine whether higher residual risk ratings in the risk register should be accepted, as it reflects the amount and type of risk that an organization is willing to take in pursuit of its objectives. Residual risk is the level of risk that remains after applying controls or other risk treatments. By comparing the residual risk ratings against the risk appetite, an organization can decide whether to accept, reduce, transfer, or avoid the risk. If the residual risk is within or below the risk appetite, the organization may accept the risk as tolerable. If the residual risk is above the risk appetite, the organization may not accept the risk as acceptable, and may seek further risk treatments or escalation.

ï‚· Zero Trust Model:

Zero Trust security model assumes that threats can exist both inside and outside the network. Every access request must be authenticated, authorized, and encrypted.

ï‚· Preventing Control Gaps:

A robust technical architecture ensures comprehensive and consistent security controls across the entire network.

It integrates various security measures, such as microsegmentation, strong authentication, continuous monitoring, and least privilege access, to create a unified defense strategy.

ï‚· Other Options:

Relying on Multiple Solutions:Can lead to fragmentation and inconsistencies in security controls.

Utilizing Rapid Development:May introduce vulnerabilities if security is not properly integrated.

Starting with a Large Initial Scope:Can be overwhelming and difficult to manage effectively, leading to potential gaps.

ï‚· References:

The CISSP Study Guide emphasizes the importance of a strong and cohesive technical architecture in implementing Zero Trust effectively (Sybex CISSP Study Guide, Chapter 8: Principles of Security Models, Design, and Capabilities) .

The potential scenario that presents the greatest risk to an organization when implementing a new database technology is that data may not be recoverable due to system failures. Data recovery is the process of restoring or retrieving data that has been lost, corrupted, or damaged due to system failures, such as hardware malfunctions, software errors, power outages, or natural disasters. Data recovery is essential for the continuity and integrity of the organization’s operations and information, as data is one of the most valuable and critical assets of the organization. Data recovery is also important for the compliance and accountability of the organization, as data may be subject to legal or regulatory requirements, such as retention, backup, or audit. Data recovery may be challenging or impossible when implementing a new database technology, because the new technology may not be compatible or interoperable with the existing systems, applications, or backups, or because the new technology may nothave adequate or tested recovery mechanisms or procedures. Data recovery may also be costly or time-consuming when implementing a new database technology, because the new technology may require additional or specialized resources, tools, or expertise, or because the new technology may involve large or complex data sets or structures. The other options are not as risky as data recovery, although they may also pose some difficulties or limitations for the new database technology implementation. The organization may not have a sufficient number of skilled resources, application and data migration cost for backups may exceed budget, and the database system may not be scalable in the future are all factors that could affect the feasibility and sustainability of the new database technology, but they do not directly affect the continuity and integrity of the organization’s operations and information. References = 2

The observation from a third-party service provider review that would be of greatest concern to a risk practitioner is that the service level agreements (SLAs) have not been met over the last quarter, as it indicates a significant performance issue or breach that may affect the quality, functionality, or security of the outsourced services, and may require a remediation or escalation action. The other options are not the greatest concerns, as they may not indicate a performance issue or breach, but rather a contractual, personnel, or financial issue, respectively, that may not affect the outsourced services directly or significantly. References = CRISC Review Manual, 7th Edition, page 111.

According to the CRISC Review Manual (Digital Version), the most important consideration when sharing risk management updates with executive management is ensuring relevance toorganizational goals, as this helps to align risk management with business strategy and performance. The risk management updates should:

Highlight the key risks that may affect the achievement of the organizational goals and objectives

Demonstrate the value and benefits of risk management in supporting decision making and enhancing business resilience

Provide clear and concise information on the current risk profile, risk appetite, risk tolerance and risk exposure of the organization

Recommend appropriate risk response actions and resource allocation to address the identified risks

Communicate the roles and responsibilities of executive management in overseeing and governing risk management

References = CRISC Review Manual (Digital Version), Chapter 4: IT Risk Monitoring and Reporting, Section 4.2: IT Risk Reporting, pp. 221-2221

Accurate asset inventories depend on havingformal, standardized processes for onboarding new assets. ISACA emphasizes that without proper onboarding and updating procedures, asset data quickly becomes inaccurate and unreliable for risk management.

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The most helpful way to mitigate the risk associated with an application under development not meeting business objectives is to include key stakeholders in the review of user requirements, because this ensures that the application is designed and developed according to the needs and expectations of the end users and the business owners. Including key stakeholders in the review of user requirements also helps to avoid scope creep, requirement changes, or miscommunication that may affect the quality, functionality, or usability of the application. The other options are not the most helpful ways to mitigate the risk, although they may also be useful in reducing the likelihood or impact of the risk. Identifying threats that may compromise enterprise architecture (EA), including diverse business scenarios in user acceptance testing (UAT), and performing risk assessments during the business case development stage are examples of preventive or detective controls that aim to identify and address the potential issues or problems that may arise during the application development process, but they do not address the alignment of the applicationwith the business objectives. References = CRISC: Certified in Risk & Information Systems Control Sample Questions