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

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

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

 The best method of creating risk awareness in an organization is to ensure senior management commitment to risk training. Senior management plays a vital role in setting the tone and direction of the risk culture and governance in the organization. By demonstrating their support and participation in risk training, they can influence and motivate the employees to follow the risk policies and procedures, and to enhance their risk knowledge and skills. Marking the risk register available to project stakeholders, providing regular communication to risk managers, and appointing the risk manager from the business units are other methods of creating risk awareness, but they are not as effective as ensuring senior management commitment to risk training. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

 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.

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

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

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

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

The most useful input to the parent company’s risk practitioner when developing risk scenarios for the post-acquisition phase is the risk registers of both companies. The risk register is a document that records the details of the risks, such as their sources, causes, consequences, likelihood, impact, and responses. By reviewing the risk registers of both companies, the risk practitioner can identify the existing and potential risks that may affect the post-acquisition integration, performance, and value. The risk management framework, the IT balanced scorecard, and the most recent internal audit findings are other possible inputs, but they are not as useful as the risk registers. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 11; CRISC Review Manual, 6th Edition, page 144.

 The most important consideration when communicating the risk associated with technology end-of-life to business owners is the cost and benefit of the risk response options. Technology end-of-life is the situation when a technology product or service is no longer supported by the vendor or manufacturer, and may pose security, compatibility, or performance issues. The risk practitioner should communicate the cost and benefit of the possible risk responses, such as replacing, upgrading, or maintaining the technology, to the business owners, and help them to make informed and rational decisions. Security and availability, maintainability and reliability, and performance and productivity are other possible considerations, but they are not as important as the cost and benefit. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 8; CRISC Review Manual, 6th Edition, page 97.

The best way to ensure data is properly sanitized while in cloud storage is to cryptographically scramble the data. Cryptographic scrambling is the process of transforming data into an unreadable form using a secret key or algorithm. Cryptographic scrambling protects the data from unauthorized access, modification, or deletion, even if the cloud storage provider or a third party gains access to the data. Cryptographic scrambling also ensures that the data can be restored to its original form using the same key or algorithm, if needed. The other options are not as effective as cryptographic scrambling, because they either do not completely remove the data, or they make it impossible to recover the data. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.1, page 3-21.

The main benefit of using key risk indicators (KRIs) for an organization is that they provide an early warning that a risk threshold is about to be reached. KRIs are metrics that measure the likelihood and impact of risks, and help monitor and prioritize the most critical risks. KRIs also help to trigger timely and appropriate risk responses, before the risk becomes unmanageable or unacceptable. The other options are not the main benefit of using KRIs, although they may be secondary benefits or outcomes. 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.

 A heat map is a graphical tool that displays the level of risk severity for various risk scenarios or categories using different colors, shapes, or sizes. A heat map is most helpful in providing a high-level overview of current IT risk severity, as it can show the relative importance and urgency of the risks, and highlight the areas that require attention or action. A heat map can also help to communicate the risk information to the stakeholders, and facilitate the risk prioritization and decision making. References = 5

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

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

The best tool to help prioritize investment efforts in the organization’s cybersecurity program is to review the outcome of the latest security risk assessment. A security risk assessment is a process of identifying, analyzing, and evaluating the risks associated with the confidentiality, integrity, and availability of the organization’s information assets and systems. By reviewing the outcome of the security risk assessment, senior management can identify the most critical and urgent risks, and allocate the resources and funds accordingly. Analyzing cyber intelligence reports, engaging independent cybersecurity consultants, and increasing the frequency of updates to the risk register are other possible tools, but they are not as effective as reviewing the outcome of the security risk assessment. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

The most important activity when conducting a post-implementation review as part of the system development life cycle (SDLC) is to verify that the project objectives are met. The project objectives are the specific and measurable outcomes that the project aims to achieve. By verifying that the project objectives are met, the post-implementation review can evaluate the success and value of the project, and identify the lessons learned and best practices for future projects. Identifying project cost overruns, leveraging an independent review team, and reviewing the project initiation risk matrix are other possible activities, but they are not as important as verifying that the project objectives are met. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 4; CRISC Review Manual, 6th Edition, page 153.

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

 Asset management is the process of identifying, tracking, and maintaining the physical and information assets of an organization. Asset management helps to optimize the value, performance, and security of the assets, and support the business objectives and strategies. The factor that would be of greatest concern regarding an organization’s asset management is an incomplete asset inventory, which is a list of all the assets that the organization owns or uses. An incomplete asset inventory may indicate that the organization does not have a clear and accurate understanding of its assets, their location, ownership, value, dependencies, etc. This may lead to various risks, such as asset loss, theft, misuse, damage, underutilization, overutilization, etc. An incomplete asset inventory may also affect the asset classification, protection, recovery, and disposal processes. References = 6

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

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

A dashboard summarizing key risk indicators (KRIs) is the best way for a risk practitioner to present an annual risk management update to the board because it provides a concise and visual overview of the current risk status, trends, and performance of the organization. KRIs are metrics that measure the likelihood and impact of risks, and help the board monitor and prioritize the most critical risks. A summary of risk response plans, a report with control environment assessment results, and a summary of IT risk scenarios are all useful information, but they are too detailed and technical for the board, who needs a high-level and strategic view of the risk management program. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.4.1, page 4-36.

The best metric to demonstrate that servers are configured securely is the total number of servers meeting the baseline for hardening. Hardening is the process of applying security configurations and settings to servers to reduce their attack surface and vulnerability. A baseline is a standard or benchmark that defines the minimum level of security required for servers. By measuring the number of servers that meet the baseline, the organization can assess the effectiveness of its hardening efforts and identify any gaps or deviations. The other metrics, such as exceeding availability thresholds, experiencing hardware failures, or exceeding current patching standards, are not directly related to the security configuration of servers, but rather to their performance, reliability, or maintenance. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.3.2, page 2-25.

Granting remote access to a system containing sensitive data to an overseas third party poses various risks to the organization, such as data breaches, unauthorized access, data loss, compliance violations, or reputational damage. The greatest concern to management when granting remote access to a third party is the lack of monitoring over vendor activities, meaning that the organization may not be able to control or verify how the third party is accessing, using, storing, or transferring the sensitive data. The lack of monitoring over vendor activities can increase the risk exposure and uncertainty of the organization, as well as reduce the accountability and transparency of the third party. Therefore, the organization should implement appropriate measures to monitor and audit the vendor activities, such as logging, reporting, reviewing, or testing, and to ensure that the vendor complies with the contractual obligations and the security policies and standards of the organization. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.3.2.1, p. 243-244

The most effective way to mitigate the risk of unintentional data disclosure through the use of social media sites is to conduct user awareness training. User awareness training is a process of educating and informing the users about the security policies, procedures, and practices that are relevant and applicable to their roles and responsibilities. User awareness training can help to increase the knowledge, understanding, and compliance of the users regarding the data protection and privacy requirements, and the potential risks and consequences of data disclosure through social media sites. User awareness training can also help to influence the behavior, attitude, and culture of the users toward data security and privacy. The other options are not as effective as conducting user awareness training, as they are related to the technical, procedural, or contractual measures to mitigate the risk, not the human or behavioral measures to mitigate the risk. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

The most helpful factor to align when defining thresholds for control key performance indicators (KPIs) is the control performance with the risk tolerance of business owners. Control KPIs are metrics that measure the effectiveness and efficiency of the controls that are implemented to mitigate the risks. By aligning the control performance with the risk tolerance of business owners, the thresholds for control KPIs can reflect the acceptable level of risk and the desired level of control for the business processes and objectives. Information risk assessments with enterprise risk assessments, key risk indicators (KRIs) with risk appetite of the business, and control KPIs with audit findings are other possible factors to align, but they are not as helpful as control performance with risk tolerance of business owners. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

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

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

The most important information to review from the acquired company to facilitate the task of updating the organization’s IT risk profile is the risk assessment and risk register. The risk assessment is a process of identifying, analyzing, and evaluating the IT risks of the acquired company. The risk register is a document that records the details of the IT risks, such as their sources, causes, consequences, likelihood, impact, and responses. By reviewing the risk assessment and risk register, the risk practitioner can gain a comprehensive and accurate understanding of the IT risk profile of the acquired company, and integrate it with the IT risk profile of the acquiring organization. Internal and external audit reports, risk disclosures in financial statements, and business objectives and strategies are other possible sources of information, but they are not as important as the risk assessment and risk register. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 11; CRISC Review Manual, 6th Edition, page 144.

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

The best way to provide assurance of the effectiveness of vendor security controls is to require independent control assessments. Independent control assessments are evaluations of the vendor’s security controls by a third-party auditor or assessor, such as an external auditor, a certification body, or a testing laboratory. Independent control assessments provide an objective and unbiased opinion on the adequacy and performance of the vendor’s security controls, as well as the compliance with relevant standards and regulations. Independent control assessments can also provide evidence and assurance to the customers of the vendor’s security posture and capabilities. Reviewing vendor control self-assessments (CSA), vendor service level agreement (SLA) metrics, or vendor references from existing customers are not as reliable or credible as independent control assessments, because they may be biased, incomplete, or outdated.

The best way to prevent technical vulnerabilities from being exploited is to update the software with the latest patches and updates. Patches and updates are software modifications that fix the known bugs, errors, or flaws in the software. They also improve the performance, functionality, and security of the software. By updating the software with the latest patches and updates, the company can reduce the exposure and likelihood of the technical vulnerabilities, and protect the software from potential attacks or exploits. The other options are not as effective as updating the software with the latest patches and updates, as they are related to the quality assurance, legal protection, or error handling of the software, not the prevention or mitigation of the technical vulnerabilities. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

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

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

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

The 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 when developing 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 address any 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 reflect or influence the organization’s risk culture. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.1, page 1-9.

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

The best way to enable a risk practitioner to understand management’s approach to organizational risk is to know the risk appetite and risk tolerance of the organization. Risk appetite is the amount and type of risk that an organization is willing to pursue, retain, or take in order to achieve its objectives. Risk tolerance is the amount and type of risk that an organization is willing to accept in relation to specific performance measures, such as availability, reliability, or security. Risk appetite and risk tolerance reflect the management’s attitude, preferences, and expectations towards risk, and guide the risk management process, such as risk identification, assessment, response, and monitoring. The other options are not as effective as knowing the risk appetite and risk tolerance, although they may provide some input or context for understanding the management’s approach to organizational risk. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.1, page 1-8.

The first thing that should be done when addressing security concerns associated with a new Internet of Things (IoT) solution is to develop new IoT risk scenarios. IoT is a network of physical devices, such as sensors, cameras, appliances, etc., that are connected to the internet and can collect, process, and exchange data. IoT introduces new security concerns, such as privacy, confidentiality, integrity, availability, and accountability of the data and devices, as well as new threats and vulnerabilities, such as unauthorized access, manipulation, or disruption of the data and devices. Developing new IoT risk scenarios is the first thing that should be done, because it helps to identify, analyze, and evaluate the potential risks that could affect the IoT solution’s objectives or operations. Developing new IoT risk scenarios also helps to select the most appropriate and effective controls to minimize the risks, such as avoiding, reducing, transferring, or accepting the risks. The other options are not the first thing that should be done, although they may be part of or derived from the IoT risk scenarios. Implementing IoT device monitoring software, introducing controls to the new threat environment, and engaging external security reviews are all activities that can help to support or improve the security of the IoT solution, but they do not necessarily identify, analyze, or evaluate the risks that could affect the IoT solution. References = 1

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

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

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

The most important factor for an organization to consider when developing its IT strategy is the organizational goals and objectives. The organizational goals and objectives are the statements that define the purpose, direction, and desired outcomes of the organization. The organizational goals and objectives help to align the IT strategy with the organization’s mission, vision, values, and strategy, and to ensure that the IT strategy supports and enables the organization’s performance and improvement. The organizational goals and objectives also help to communicate and coordinate the IT strategy with the organization’s stakeholders, such as the board, management, business units, and IT functions, and to facilitate the IT decision-making and reporting processes. The other options are not as important as the organizational goals and objectives, although they may be related to the IT strategy. IT goals and objectives, the organization’s risk appetite statement, and legal and regulatory requirements are all factors that could affect the feasibility and sustainability of the IT strategy, but they do not necessarily reflect or influence the organization’s purpose, direction, and desired outcomes. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.1, page 1-9.

A three lines of defense structure is a model that defines the roles and responsibilities of different functions and levels within an organization for risk management and control. The first line of defense is the operational management, which is responsible for owning and managing the risks. The second line of defense is the risk management and compliance functions, which are responsible for overseeing and supporting the risk management processes. The third line of defense is the internal audit function, which is responsible for providing independent assurance on the effectiveness of the risk management and control systems. The greatest benefit of a three lines of defense structure is that it provides clear accountability for risk management processes, as it clarifies who is responsible for what, and how they interact and communicate with each other. This can help to avoid duplication, confusion, or gaps in the risk management activities, and ensure that the risks are properly identified, assessed, treated, monitored, and reported. References = CRISC Review Manual, 7th Edition, page 107.

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

• The first line of defense: the operational management and staff who are responsible for identifying, assessing, and responding to the risks, as well as implementing and maintaining the controls within their areas of activity.
• The second line of defense: the risk management, compliance, and security functions who are responsible for establishing the risk policies and standards, providing guidance and support, monitoring and reporting on the risk performance and compliance, and facilitating the risk management and internal control processes across the organization.
• The third line of defense: the internal audit function who is responsible for providing independent and objective assurance on the effectiveness and efficiency of the risk management and internal control processes, as well as recommending improvements and best practices. The stakeholders who are typically included as part of a line of defense within the three lines of defense model are the legal team, who belong to the second line of defense. The legal team is responsible for ensuring that the organization complies with the relevant laws and regulations, as well as for advising and assisting the organization on the legal aspects and implications of the risk management and internal control processes. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.4.1, p. 32-33

Accepting risk is the only risk response strategy that could be applied to both positive and negative risk that has been identified. Accepting risk means taking no action to change the likelihood or impact of the risk, but being prepared to deal with the consequences if the risk occurs. Accepting risk is usually chosen when the risk is low, unavoidable, or outweighed by the benefits. For positive risks, accepting risk means taking advantage of the opportunities if they arise. For negative risks, accepting risk means setting aside contingency reserves or plans to cope with the threats. The other risk response strategies are specific to either positive or negative risks. Transfer, exploit, and mitigate are strategies for negative risks, while share, enhance, and avoid are strategies for positive risks. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.1, page 4-23.

The most important concern when assigning multiple risk owners for an identified risk is that accountability may not be clearly defined. Accountability is the obligation of an individual or group to take responsibility for the risk and its associated actions and outcomes. If multiple risk owners are assigned for the same risk, there may be confusion, conflict, or overlap in their roles and responsibilities, and they may not be held accountable for the risk management performance. Risk ratings being inconsistently applied, different risk taxonomies being used, and mitigation efforts being duplicated are other possible concerns, but they are not as important as accountability not being clearly defined. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

The most effective practice in protecting personally identifiable information (PII) from unauthorized access in a cloud environment is to utilize encryption with logical access controls. Encryption is a technique that transforms the data into an unreadable or unintelligible form, making it inaccessible or unusable by unauthorized parties. Logical access controls are the mechanisms or rules that regulate who can access, view, modify, or delete the data, based on their identity, role, or privilege. By utilizing encryption with logical access controls, the PII can be protected from unauthorized access, disclosure, or theft, both in transit and at rest, in a cloud environment. The other options are not as effective as utilizing encryption with logical access controls, as they are related to the classification, separation, or audit of the data, not the protection or security of the data. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

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

If preventive controls cannot be implemented due to technology limitations, the first step to reduce risk is to evaluate alternative controls. Alternative controls are those that can achieve the same or similar objectives as the original preventive controls, but using different methods or technologies. For example, if a firewall cannot be installed due to hardware compatibility issues, an alternative control could be a network segmentation or a proxy server. Evaluating alternative controls requires assessing their feasibility, effectiveness, efficiency, and cost-benefit. Redefining the business process, developing a plan to upgrade technology, and defining a process for monitoring risk are also possible actions to reduce risk, but they are not the first step, and they may not be feasible or desirable in some situations. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.1, page 4-23.

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.

The most important element to update when an organization’s risk appetite changes is the key risk indicators (KRIs). KRIs are metrics that provide an early warning of increasing risk exposure in various areas of the organization. They help to monitor the level of risk and to trigger risk responses when the risk exceeds the risk appetite. The risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk reporting methodology, key performance indicators (KPIs), and risk taxonomy are other elements that may be updated, but they are not as important as the KRIs. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

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

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

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

The next step to determine the risk exposure after a vulnerability assessment of a web-facing application is to perform a penetration test. A penetration test is a simulated attack on the application to exploit the identified vulnerabilities and measure the potential impact and likelihood of a successful breach. A penetration test can help to quantify and prioritize the risks associated with the web-facing application. Code review, gap assessment, and business impact analysis (BIA) are other possible steps, but they are not as effective as a penetration test. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 7; CRISC Review Manual, 6th Edition, page 202.

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

Risk strategies are the plans and actions that an organization adopts to manage its risks and to achieve its objectives. Risk strategies should be aligned with the organization’s vision, mission, values, and culture, as well as its internal and external environment. The most important consideration when developing risk strategies is the long-term organizational goals, meaning that the risk strategies should support and enable the organization to pursue and attain its desired future state and outcomes. The long-term organizational goals should guide the risk identification, assessment, response, and monitoring processes, as well as the risk appetite and tolerance levels. The long-term organizational goals should also be communicated and cascaded throughout the organization to ensure the risk awareness and engagement of all stakeholders. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.3.2, p. 27-28

The most comprehensive resource for prioritizing the implementation of information systems controls is the risk register. The risk register is a document that records the identified risks, their analysis, and their responses. The risk register provides a holistic and systematic view of the risk profile and the risk treatment of the organization. The risk register can help to prioritize the implementation of information systems controls by providing the information on the likelihood, impact, and exposure of the risks, the effectiveness and efficiency of the controls, and the gaps or issues of the control environment. The other options are not as comprehensive as the risk register, as they are related to the specific aspects or components of the information systems controls, not the overall assessment and evaluation of the information systems controls. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.4: IT Risk Response, page 87.

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

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

The primary purpose of creating and documenting control procedures is to help manage risk to acceptable tolerance levels. Control procedures are the specific actions or steps that are performed to achieve the control objectives and mitigate the risks. Control procedures should be documented to provide clear guidance, consistency, and accountability for the control activities. Documenting control procedures also helps to monitor and evaluate the effectiveness and efficiency of the controls, and to identify and address any gaps or weaknesses. The other options are not the primary purpose of creating and documenting control procedures, although they may be secondary benefits or outcomes. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.3.2, page 1-15.

The first thing that should be done from a governance perspective to secure the information assets of a newly incorporated enterprise is to establish an inventory of information assets. An inventory of information assets is a document that lists and categorizes all the information assets that the organization owns, uses, or manages, such as data, documents, systems, applications, and devices. An inventory of information assets helps to identify and classify the information assets based on their value, sensitivity, and criticality, and to determine the appropriate level of protection and control for each asset. An inventory of information assets also helps to support the development and implementation of other information security activities, such as risk assessment, policy formulation, awareness training, and incident response. The other options are not the first thing that should be done, although they may be important steps or components of the information security governance. Defining information retention requirements and policies, providing information security awareness training, and establishing security management processes and procedures are all activities that can help to secure the information assets, but they require the prior knowledge and understanding of the information assets. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.1.1, page 3-3.

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

The greatest concern when establishing key risk indicators (KRIs) is using ineffective methods to assess risk. KRIs are metrics that measure the likelihood and impact of risks, and help monitor and prioritize the most critical risks. To establish effective KRIs, the risk assessment methods should be reliable, valid, consistent, and timely. Ineffective methods to assess risk could lead to inaccurate or misleading KRIs, which could result in poor risk management decisions and outcomes. The other options are not as significant as using ineffective methods to assess risk, although they may also affect the quality and usefulness of KRIs. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.4.1, page 4-36.

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

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

When performing a risk assessment of a new service to support a core business process, the first step is to identify the conditions that may cause disruptions to the service or the process. This involves identifying the sources and causes of potential risk events, such as natural disasters, cyberattacks, human errors, equipment failures, power outages, etc. that may affect the availability, integrity, or confidentiality of the service or the process. By identifying the conditions that may cause disruptions, the risk practitioner can then analyze the probability and impact of the risk events, evaluate the risk exposure, and determine the appropriate risk responses to ensure the continuity of operations. References = CRISC Review Manual, 7th Edition, page 66.

The most important factor to the effectiveness of key performance indicators (KPIs) is relevance. KPIs are metrics that measure the achievement of the objectives or the performance of the processes. Relevance means that the KPIs are aligned with and support the strategic goals and priorities of the organization, and that they reflect the current and desired state of the outcomes or outputs. Relevance also means that the KPIs are meaningful and useful for the decision makers and stakeholders, and that they provide clear and actionable information for improvement or optimization. The other options are not as important as relevance, as they are related to the approval, review, or automation of the KPIs, not the quality or value of the KPIs. 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 greatest concern for a risk practitioner when reviewing the findings of a security awareness program assessment is that the program uses non-customized training modules. Non-customized training modules are generic and may not address the specific security needs, issues, and challenges of the organization. They may also fail to engage and motivate the employees to follow the security policies and procedures, and to enhance their security knowledge and skills. The program not decreasing threat counts, not considering business impact, or being significantly revised are other possible findings, but they are not as concerning as the program using non-customized training modules. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 7; CRISC Review Manual, 6th Edition, page 202.

The most important step to ensure regulatory requirements are adequately addressed within an organization is to develop a policy framework that addresses regulatory requirements. A policy framework is a set of principles, rules, and standards that guide the organization’s actions and decisions. By developing a policy framework that addresses regulatory requirements, the organization can establish a clear and consistent direction, expectation, and accountability for complying with the relevant laws and regulations. Obtaining necessary resources, performing a gap analysis, and employing IT solutions are other possible steps, but they are not as important as developing a policy framework. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 4; CRISC Review Manual, 6th Edition, page 153.

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

 The best way to provide information to management about emergency changes that may not be approved is to use key risk indicators (KRIs). KRIs are metrics that measure the likelihood and impact of risks, and help monitor and prioritize the most critical risks. KRIs help to provide information to management about emergency changes, because they help to alert and inform management about the potential risks and consequences of the changes, and to support the risk decision-making and reporting processes. KRIs also help to provide information to management about emergency changes, because they help to track and evaluate the effectiveness and performance of the changes, and to identify and address any issues or gaps that may arise from the changes. The other options are not the best way to provide information to management about emergency changes, although they may be part of or derived from the KRIs. Change logs, change management meeting minutes, and key control indicators (KCIs) are all examples of documentation or communication tools, which may help to record or report the details and status of the changes, but they do not necessarily measure or monitor the risks and outcomes of the changes. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.5.1, page 4-38.

The situation that presents the greatest challenge to creating a comprehensive IT risk profile of an organization is having inaccurate documentation of enterprise architecture (EA). EA is the blueprint that describes the structure and operation of an organization, including its business processes, information systems, technology infrastructure, and governance. EA helps to align the IT strategy and objectives with the business strategy and objectives, and to identify and manage the IT risks and opportunities. Having inaccurate documentation of EA could lead to incomplete, inconsistent, or misleading information about the organization’s IT environment, which could affect the quality and reliability of the IT risk profile. The other situations are not as challenging as having inaccurate documentation of EA, although they may also pose some difficulties or limitations for the IT risk profile. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.2.1, page 2-12.

Open communication of risk reporting is the most important factor for promoting a risk-aware culture, because it fosters trust, transparency, and accountability among all stakeholders. It also enables timely and informed decision-making, feedback, and learning from risk events. Regular testing of risk controls, communication of audit findings, and procedures for security monitoring are all important aspects of risk management, but they do not necessarily create a risk-aware culture, which requires a shared understanding and commitment to risk management across the organization. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.2, page 1-9.

Reporting risk assessment results to senior management is an essential part of risk communication, which is the process of sharing relevant and timely information about the risk exposure and risk management activities with the stakeholders. The most important benefit of reporting risk assessment results to senior management is to facilitate risk-aware decision making, which is the process of incorporating the risk information and analysis into the strategic and operational decisions of the organization. By reporting the risk assessment results, the risk practitioner can provide senior management with the insight and understanding of the current and potential risks, their likelihood and impact, their interrelationships and dependencies, and their alignment with the risk appetite and tolerance. This can help senior management to prioritize the risks, allocate the resources, select the risk responses, monitor the risk performance, and evaluate the risk outcomes. References = CRISC Review Manual, 7th Edition, page 105.

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

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

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

Before assigning sensitivity levels to information, it is most important to define the information classification policy. The information classification policy is a document that establishes the criteria, categories, roles, responsibilities, and procedures for classifying information according to its sensitivity, value, and criticality. The information classification policy provides the basis, guidance, and consistency for assigning sensitivity levels to information, and ensures that the information is protected and handled appropriately. The other options are not as important as defining the information classification policy, as they are related to the specific steps, activities, or outputs of the information classification process, not the overall structure and quality of the information classification process. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.4: Key Control Indicators, page 211.

 Understanding vulnerabilities associated with the use of the assets is the primary reason for a risk practitioner to review an organization’s IT asset inventory, as it helps to identify and assess the potential threats and risks to the assets. The other options are not the primary reasons for a risk practitioner to review an organization’s IT asset inventory, although they may be related to the process.

 The primary reason to report the information about the new risk scenarios identified after the implementation of Internet of Things (IoT) devices to risk owners is to confirm the impact to the risk profile. The risk profile is a summary of the level and nature of the risks that the organization faces or may face in the future. The risk profile reflects the risk appetite, tolerance, and capacity of the organization, and guides the risk management decisions and actions. The implementation of IoT devices may introduce new risks or increase the likelihood or impact of existing risks, such as data privacy, security, or interoperability issues. Therefore, the information about the new risk scenarios should be reported to the risk owners, who have the authority and responsibility for managing the risks and their responses, to confirm the impact to the risk profile and to determine the appropriate risk treatment plans. The other options are not as primary as confirming the impact to the risk profile, as they are related to the reevaluation, mitigation, or recommendation of the IoT devices, not the confirmation or assessment of the risk profile. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.2: IT Risk Register, page 19.

 Risk appetite is the broad-based amount of risk that an organization is willing to accept in pursuit of its objectives. Risk appetite reflects the level of risk that the organization is prepared to take to achieve its strategic goals, and provides guidance and boundaries for the risk management activities and decisions. To define the risk management strategy, which is the plan and approach for managing the risks that may affect the achievement of the organization’s objectives, the factor that must be set by the board of directors is the risk appetite. The board of directors is the highest governing body of the organization, and has the ultimate responsibility and authority for setting the direction and oversight of the organization. By setting the risk appetite, the board of directors can communicate its expectations and preferences for the risk exposure and performance of the organization, and ensure alignment with the business objectives and strategies. References = 3

The most concerning issue when reviewing the results of an independent control assessment to determine the effectiveness of a vendor’s control environment is that the controls had recurring noncompliance. This indicates that the vendor’s controls are not operating as intended or designed, and that the vendor is not taking corrective actions to address the control deficiencies. This can increase the risk exposure and liability for the organization that outsources the service or function to the vendor. The report being provided directly from the vendor, the risk associated with multiple control gaps being accepted, and the control owners disagreeing with the auditor’s recommendations are other possible issues, but they are not as critical as the recurring noncompliance. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 11; CRISC Review Manual, 6th Edition, page 144.

 A vulnerability is a weakness or flaw in the IT system or environment that could be exploited by a threat. A threat event is an occurrence or action that exploits a vulnerability and causes harm or damage to the IT system or environment. The lack of data to measure threat events is the most important factor, because it may affect the accuracy and reliability of the risk assessment and evaluation, and consequently, the risk response and strategy. The lack of data to measure threat events may also create challenges or risks for the organization, such as compliance, legal, reputational, or operational risks, or conflicts or inconsistencies with the organization’s risk appetite, risk objectives, or risk policies. The other options are not as important as the lack of data to measure threat events, although they may also influence the risk response and strategy. The likelihood and impact of threat events, the cost to implement the risk response, and the monetary value of the asset are all factors that could affect the feasibility and sustainability of the risk response and strategy, but they do not necessarily affect the validity and quality of the risk assessment and evaluation

According to the CRISC Review Manual, ethics management is the process of ensuring that the enterprise’s values and principles are embedded in its culture and practices. Ethics management helps to promote trust, integrity, accountability, and transparency among the stakeholders. One of the key elements of ethics management is to encourage the reporting of IT risk issues and incidents, and to protect the whistleblowers from any retaliation or negative consequences. Therefore, if employees do not report IT risk issues for fear of consequences, it is the strongest indication that the organization has ethics management issues, as it implies that there is a lack of trust, openness, and support in the organization. The other options are not the strongest indications of ethics management issues, as they are related to other aspects of IT governance, such as audit independence, policy compliance, and risk management framework. References = CRISC Review Manual, 7th Edition, Chapter 1, Section 1.3.2, page 34.

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

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

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

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

 An analysis of the security logs that illustrate the sequence of events is the most important information for the person responsible for managing the incident, as it can help to identify the source, scope, and impact of the security breach, and to determine the appropriate response actions. An analysis of the security logs can also provide evidence for forensic investigation and legal action, and help to prevent or mitigate future incidents by identifying the root causes and vulnerabilities. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 235. CRISC by Isaca Actual Free Exam Q&As, Question 9. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 235. CRISC Sample Questions 2024, Question 235.

The most important factor to have in place to ensure the effectiveness of risk and security metrics reporting is an organizational reporting process. An organizational reporting process is a set of procedures that defines the roles, responsibilities, frequency, format, and distribution of the risk and security metrics reports. An organizational reporting process helps to ensure that the risk and security metrics are relevant, accurate, consistent, and timely, and that they provide useful information for decision making and performance improvement. An organizational reporting process also helps to align the risk and security metrics reporting with the enterprise’s objectives, strategies, and policies, and to communicate the risk and security status and issues to the appropriate stakeholders. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.3.2, page 2421

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

The management’s primary consideration when approving risk response action plans should be the changes in residual risk after implementing the plans. Residual risk is the level of risk that remains after the implementation of risk responses1. It indicates the degree of exposure or uncertainty that the organization still faces, and the potential impact or consequences of the risk events. The management should evaluate the effectiveness and adequacy of the risk responses, and decide whether the residual risk is acceptable or not2. The management should also compare the residual risk with the risk appetite, which is the amount and type of risk that the organization is willing to accept or pursue in order to achieve its objectives3. The management should ensure that the residual risk is aligned with the risk appetite, and that the risk responses are consistent and proportional to the risk level4.

The other options are not the primary consideration when approving risk response action plans, because:

• Ability of the action plans to address multiple risk scenarios is a desirable but not essential criterion for approving risk response action plans. Risk scenarios are hypothetical situations that describe how a risk event could occur and what the consequences could be5. They can help to understand and communicate the nature and impact of the risks, and to design and evaluate the risk responses6. However, not all risk scenarios are equally likely or relevant, and some risk scenarios may be too complex or improbable to address. Therefore, the ability of the action plans to address multiple risk scenarios is not the primary consideration, but rather a secondary or supplementary one.
• Ease of implementing the risk treatment solution is a practical but not critical criterion for approving risk response action plans. Risk treatment is the process of selecting and applying appropriate measures to modify the risk7. It can involve different strategies, such as avoid, reduce, transfer, or accept the risk8. The ease of implementing the risk treatment solution depends on various factors, such as the availability of resources, the feasibility of the solution, or the cooperation of the stakeholders. However, the ease of implementation is not the primary consideration, but rather a supporting or facilitating one.
• Prioritization for implementing the action plans is a useful but not vital criterion for approving risk response action plans. Prioritization is the process of ranking the action plans according to their importance, urgency, or impact. It can help to allocate the resources, schedule the activities, and monitor the progress of the action plans. However, prioritization is not the primary consideration, but rather a subsequent or follow-up one.

References =

• Residual Risk - CIO Wiki
• What is Residual Risk? - Definition from Techopedia
• Risk Appetite - CIO Wiki
• Risk Appetite: What It Is and Why It Matters - Gartner
• Risk Scenarios Toolkit - ISACA
• Risk Scenarios Starter Pack - ISACA
• Risk Treatment - CIO Wiki
• Risk Treatment Plan - CIO Wiki
• [Prioritization - CIO Wiki]

Integrating the results of top-down risk scenario analyses is the most helpful in aligning IT risk with business objectives, as it helps to identify and prioritize the IT-related risks that could affect the achievement of the business goals and strategies. A top-down risk scenario analysis is a method of risk assessment that starts from the business perspective and considers the potential impact and likelihood of various risk events on the business outcomes and performance. A top-down risk scenario analysis can help to align IT risk with business objectives by providing the following benefits:

• It ensures that the IT risk assessment is driven by the business needs and priorities, rather than by the IT technical details or assumptions.
• It enables a holistic and comprehensive view of the IT risk landscape and its interdependencies with the business processes and functions.
• It facilitates the communication and collaboration among the business and IT stakeholders and enhances their understanding and awareness of the IT risk exposure and control environment.
• It supports the development and implementation of effective and efficient IT risk response and mitigation strategies that are aligned with the business risk appetite and objectives.

The other options are not the most helpful in aligning IT risk with business objectives. Introducing an approved IT governance framework is a good practice to establish the principles, policies, and processes for the governance of IT, but it does not directly address the IT risk alignment with the business objectives. Performing a business impact analysis (BIA) is an important step to assess the potential consequences of IT disruptions on the business operations and continuity, but it does not provide information on the likelihood or sources of the IT risk events. Implementing a risk classification system is a useful tool to categorize and organize the IT risks based on their characteristics and attributes, but it does not link the IT risks with the business objectives or outcomes. References = Risk Scenarios Toolkit - ISACA, IT Risk Resources | ISACA, How to reduce risk by aligning business strategy and IT strategy - QuoStar

• Several network user accounts were recently created without the required management approvals. This indicates that there is a risk of unauthorized access, use, disclosure, modification, or destruction of the network resources or data, which may affect the confidentiality, integrity, and availability of the network.
• The best recommendation to address this situation is to investigate the root cause of noncompliance. This means that the risk practitioner should analyze the factors or reasons that led to the creation of the network user accounts without the required management approvals, such as human error, negligence, malice, system failure, process flaw, etc.
• Investigating the root cause of noncompliance helps to identify and correct the source of the problem, prevent or reduce the recurrence of the problem, and improve the compliance and security of the network user accounts.
• The other options are not the best recommendations to address this situation. They are either secondary or not effective for noncompliance.

The references for this answer are:

• Risk IT Framework, page 31
• Information Technology & Security, page 25
• Risk Scenarios Starter Pack, page 23

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

The issue of greatest concern when evaluating existing controls during a risk assessment is the presence of successive assessments with the same recurring vulnerabilities. This indicates that the controls are ineffective or inadequate in addressing the identified risks, and that the risk management process is not functioning properly. Recurring vulnerabilities expose the enterprise to potential losses, breaches, or incidents that could harm its objectives, reputation, or compliance. Therefore, it is essential to identify the root causes of the recurring vulnerabilities, implement corrective actions, and monitor the effectiveness of the controls on a regular basis. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.2.2, page 183.

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

The best way to determine the potential organizational impact of emerging privacy regulations is to conduct a privacy impact assessment (PIA). A PIA is a systematic process of identifying, analyzing, and evaluating the privacy risks and impacts of a new or existing system, process, program, or initiative that involves the collection, use, storage, or disclosure of personal information. A PIA can help to ensure that the enterprise complies with the emerging privacy regulations, and that the privacy rights and expectations of the individuals are respected and protected. A PIA can also help to identify the gaps, weaknesses, and opportunities for improvement in the enterprise’s privacy policies, procedures, and controls. Evaluating the security architecture maturity, mapping the new requirements to the existing control framework, and chartering a privacy steering committee are not as comprehensive and effective as conducting a PIA, as they do not address the specific privacy risks and impacts of the enterprise’s activities. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 192.

Service level agreements (SLA) are contracts that define the expected level of performance and quality of service that an IT service provider will deliver to its customers. SLA are the best indicators that an organization has implemented IT performance requirements, as they specify the measurable and verifiable criteria that the IT service provider must meet or exceed, such as availability, reliability, security, and responsiveness. SLA also establish the roles and responsibilities of the parties involved, the methods of monitoring and reporting the service performance, and the consequences of non-compliance or breach of the agreement. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 232. CRISC by Isaca Actual Free Exam Q&As, Question 9. CRISC Sample Questions 2024, Question 232. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 232.

The first step when addressing the situation of moving the payroll system to a SaaS application and complying with the new data privacy regulation is to understand the data flows. This means identifying where the data is collected, stored, processed, and transferred, and who has access to it. Understanding the data flows can help to determine the scope and impact of the regulation, as well as the potential risks and gaps in the current state. It can also help to identify the roles and responsibilities of the organization and the SaaS provider regarding data protection and compliance. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.3.1.2, p. 237-238

To help identify high-risk situations, an organization should continuously monitor the environment, as it can help to detect and respond to any changes or emerging risks that may affect the organization’s objectives and strategy. Continuous monitoring can also provide timely and relevant feedback and information to the decision-makers and stakeholders, and enable them to adjust the risk strategy and response actions accordingly. Continuous monitoring can also help to ensure that the risk management process is aligned with the organization’s risk appetite and tolerance, and supports the achievement of the organization’s goals and value creation. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 243. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 243. CRISC Sample Questions 2024, Question 243.

According to the CRISC Review Manual, conducting a business impact analysis (BIA) is the task that should be completed prior to creating a disaster recovery plan (DRP), because it helps to identify the critical business processes and resources, and their dependencies, that need to be recovered in the event of a disaster. The BIA also helps to determine the recovery time objectives (RTOs) and recovery point objectives (RPOs) for each business process and resource, which are the key inputs for the DRP. The other options are not the tasks that should be completed prior to creating a DRP, as they are part of the DRP itself. Identifying the recovery response team is the task of defining the roles and responsibilities of the personnel involved in the recovery process. Procuring a recovery site is the task of selecting and acquiring an alternative location where the business operations can be resumed. Assigning sensitivity levels to data is the task of classifying the data based on its importance and protection requirements. References = CRISC Review Manual, 7th Edition, Chapter 5, Section 5.2.1, page 237.

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

 Key control indicators (KCIs) are metrics that measure how well a specific control is performing in reducing the causes, consequences, or likelihood of a risk1. KCIs are used to evaluate the control operating effectiveness, which is the degree to which a control achieves its intended objectives and mitigates the risk2.

The primary reason to use KCIs to evaluate control operating effectiveness is to monitor the achievement of set objectives. This means that KCIs help to:

• Track and report the progress and performance of the control against the predefined targets, standards, or benchmarks
• Identify and address any gaps, deviations, or issues in the control operation or outcome
• Provide feedback and assurance to the stakeholders and regulators on the adequacy and reliability of the control
• Support the continuous improvement and optimization of the control3

References = Key Control Indicator (KCI) - CIO Wiki, Evaluating and Improving Internal Control in Organizations - IFAC, A Methodical Approach to Key Control Indicators

Specifying cloud service provider liability for data privacy breaches in the contract is the most effective control to address the risk associated with compromising data privacy within the cloud, because it establishes the roles and responsibilities of the cloud service provider and the customer in case of a data breach, and defines the compensation or remediation measures that the cloud service provider should provide. This control also creates an incentive for the cloud service provider to implement adequate security measures to protect the customer’s data and comply with the relevant laws and regulations. The other options are not the most effective controls, although they may also be helpful in reducing the risk of data privacy breaches. Establishing baseline security configurations with the cloud service provider, requiring the cloud service provider to disclose past data privacy breaches, and ensuring the cloud service provider performs an annual risk assessment are examples of preventive or detective controls that aim to reduce the likelihood or impact of a data breach, but they do not address the accountability or liability of the cloud service provider in case of a data breach. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

The best way to prevent future occurrences of active network accounts belonging to former employees is to conduct a comprehensive review of access management processes. This review should include verifying that the access rights of all employees are updated regularly, especially when they change roles or leave the organization. The review should also ensure that there are clear policies and procedures for granting, modifying, and revoking access rights, and that these are followed consistently and documented properly. The review should also identify and address any gaps or weaknesses in the access management processes that could lead to unauthorized or inappropriate access. By conducting a comprehensive review of access management processes, the organization can improve its security posture and reduce the risk of data breaches or misuse of resources. References = IT audit: The ultimate guide [with checklist] | Zapier, IT auditing and controls – planning the IT audit [updated 2021]

The most important consideration when selecting a control to mitigate an identified risk is whether the cost of control exceeds the mitigation value, because this determines the cost-benefit ratio of the control. A control should not be implemented if the cost of implementing and maintaining it is higher than the expected benefit of reducing the risk exposure. The other options are not the most important considerations, although they may also influence the control selection process. The availability of internal resources, the potential compounding effects, and the possibility of eliminating the risk are secondary factors that depend on the cost and value of the control. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

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]

The first step to ensure continuity of operations when performing a risk assessment of a new service to support a new business process is to identify the conditions that may cause disruptions to the service or the process. This is because identifying the potential sources, causes, and scenarios of disruptions helps to determine the impact and likelihood of the risks, and to select the appropriate risk responses and recovery strategies. The other options are not the first steps, although they may also be part of the risk assessment process. Reviewing incident response procedures, evaluating the probability of risk events, and defining metrics for restoring availability are examples of subsequent steps that depend on the identification of the conditions that may cause disruptions. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

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

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

• Selecting and defining the KRIs that are relevant and appropriate for the specific risks that the organization faces, and that are consistent and comparable across different domains and contexts
• Collecting and analyzing the data and information that are reliable and sufficient for the KRIs, and that are sourced from various methods and sources, such as risk assessments, audits, monitoring, alerts, or incidents
• Applying and using the tools and techniques that are suitable and feasible for the KRIs, such as risk matrices, risk registers, risk indicators, or risk models
• Reviewing and updating the KRIs periodically or as needed, and ensuring that they reflect the current or accurate risk levels, which may change over time or due to external factors23

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

• Key Risk Indicators: What They Are and How to Use Them
• Key Risk Indicators: A Practical Guide | SafetyCulture
• Key Risk Indicators: Types and Examples
• [CRISC Review Manual, 7th Edition]

Risk avoidance is a type of risk response that involves eliminating the risk entirely by not engaging in the activity that causes the risk or changing the conditions that create the risk1. Risk avoidance is usually applied when the potential impact or likelihood of the risk is high or unacceptable, and when the benefits of avoiding the risk outweigh the costs or losses of doing so2.

In this case, the organization has adopted risk avoidance as its risk response, because it has decided to postpone the decision that could trigger the risk. By delaying the decision, the organization is avoiding the risk of making a wrong or unfavorable choice among the multiple options. However, this may not be the best or most effective risk response, as it could also result in missed opportunities, wasted resources, or increased uncertainty3. The organization should consider the trade-offs and consequences of avoiding the risk, and explore other possible risk responses that could reduce or transfer the risk.

The other options are not the risk responses that the organization has adopted. Risk transfer means shifting the responsibility or burden of the risk to another party, such as a vendor or an insurer2. The organization has not transferred the risk to anyone else, but rather avoided it by postponing the decision. Risk mitigation means implementing controls or safeguards to minimize the negative effects of the risk2. The organization has not mitigated the risk by reducing its impact or likelihood, but rather avoided it by delaying the decision. Risk acceptance means acknowledging the risk and its consequences without taking any action to address it2. The organization has not accepted the risk by tolerating its potential outcomes, but rather avoided it by postponing the decision. References =

• 10 Risk Mitigation techniques you need to know - Stakeholdermap.com
• Risk Response Strategies: Types & Examples (+ Free Template)
• [CRISC Review Manual, 7th Edition]

• A risk register is a document that records and tracks the information about the risks that may affect the organization’s objectives, such as the risk description, category, source, cause, impact, probability, status, owner, response, etc.
• When developing a new risk register, a risk practitioner should focus on risk identification. This is the process of finding, recognizing, and describing the risks that may affect the organization’s objectives, using various techniques, such as brainstorming, interviews, checklists, surveys, etc.
• Risk identification helps to create a comprehensive and accurate list of the risks that need to be managed, and to provide the basis for the subsequent risk analysis and evaluation, risk response planning, and risk monitoring and control.
• The other options are not the risk management activities that a risk practitioner should focus on when developing a new risk register. They are either subsequent or parallel to risk identification.

The references for this answer are:

• Risk IT Framework, page 29
• Information Technology & Security, page 23
• Risk Scenarios Starter Pack, page 21

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

• The scope and objectives of the data protection management plan, and how it aligns with the organization’s data protection policy and strategy
• The roles and responsibilities of the data protection team and other stakeholders, and how they will communicate and coordinate
• The data protection risks and threats that the organization faces, and how they will be assessed and prioritized
• The data protection controls and measures that the organization will implement and maintain, and how they will be monitored and evaluated
• The data protection incidents and breaches that the organization may encounter, and how they will be reported and resolved
• The data protection training and awareness programs that the organization will provide and conduct, and how they will be measured and improved

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

• Define what constitutes sensitive data in the organization, such as personal data, confidential data, or regulated data
• Identify and classify the sensitive data that the organization collects, processes, stores, or transfers, and assign appropriate labels or tags
• Determine the value and importance of the sensitive data to the organization and its stakeholders, and the potential impacts or consequences of data loss or compromise
• Map the data flows and locations of the sensitive data within the organization and across its partners or vendors, and document the data lifecycle stages and activities

By identifying critical data, the organization can:

• Establish a clear and consistent understanding of the data protection scope and objectives, and ensure that they are relevant and realistic
• Provide a comprehensive and accurate data inventory that can support the data protection risk assessment and control implementation
• Identify and prioritize the data protection needs and requirements of the organization and its stakeholders, and align them with the data protection laws and standards
• Communicate and report the data protection status and performance to the stakeholders and regulators, and ensure transparency and accountability

References = Guide to Developing a Data Protection Management Programme

The best indicator that additional or improved controls are needed in the environment is when risk events and losses exceed risk tolerance. Risk tolerance is the acceptable level of variation in performance or outcomes relative to the achievement of objectives. Risk events and losses are the negative consequences of risk that have occurred or are expected to occur. When risk events and losses exceed risk tolerance, it means that the existing controls are not sufficient or effective to prevent or mitigate the risk, and that the organization is exposed to unacceptable levels of risk that could impair its ability to achieve its objectives. Therefore, additional or improved controls are needed to reduce the risk to an acceptable level. Management decreasing organizational risk appetite, the risk register and portfolio not including all risk scenarios, and emerging risk scenarios being identified are not as clear and direct indicators that additional or improved controls are needed in the environment, as they do not necessarily reflect the actual performance or outcomes of the risk management process. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 41.

According to the CRISC Review Manual, risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk appetite is a key factor in communicating the risk associated with IT in business terms, because it helps to align the IT risk management with the business strategy and goals. Risk appetite also helps to define the risk tolerance and thresholds, which are the acceptable levels of variation around the objectives. The other options are not the correct answers, because they are not essential for communicating the risk associated with IT in business terms. Compliance objectives are the objectives that an organization must achieve to comply with the applicable laws, regulations, standards, and contracts. Organizational objectives are the objectives that an organization sets to achieve its mission, vision, and values. Inherent and residual risk are the risk levels before and after applying the risk responses, respectively. References = CRISC Review Manual, 7th Edition, Chapter 2, Section 2.1.1, page 66.

According to the CRISC Review Manual, risk taxonomy is the system of classification and categorization of risks based on common characteristics and attributes. Risk taxonomy is necessary to enable an IT risk register to be consolidated with the rest of the organization’s risk register, because it helps to ensure consistency, comparability, and alignment of the risks across the organization. Risk taxonomy also helps to facilitate the communication, reporting, and aggregation of the risks. The other options are not the correct answers, because they are not essential for consolidating the risk registers. Risk response is the action taken to address the risk, which may vary depending on the risk level and strategy. Risk appetite is the amount and type of risk that an organization is willing to accept, which may differ across the organization’s units and functions. Risk ranking is the process of prioritizing the risks based on their impact and likelihood, which may change over time and context. References = CRISC Review Manual, 7th Edition, Chapter 2, Section 2.1.2, page 69.

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 standardized risk taxonomy is a common language and structure for identifying, analyzing, and reporting risks across the enterprise. It enables consistent and comparable risk assessment and aggregation, as well as clear communication and coordination among different divisions. A list of control deficiencies, an enterprise risk ownership policy, and an updated risk tolerance metric are not sufficient to enable management of risk at the enterprise level, as they do not address the issue of risk alignment and integration among divisions. References = [CRISC Review Manual (Digital Version)], page 42; CRISC by Isaca Actual Free Exam Q&As, question 197.

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

• Scope creep, which is the uncontrolled or unauthorized expansion of the project scope, and can result in increased costs, delays, or errors3.
• Quality issues, which can affect the reliability, usability, or security of the application, and can lead to defects, failures, or breaches4.
• Stakeholder dissatisfaction, which can arise from the mismatch or inconsistency between the delivered application and the expected application, and can cause complaints, disputes, or litigation5.

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

• Emphasis on multiple application testing cycles is not a risk, but rather a benefit or a best practice for change control, as it can help to ensure that the application meets the requirements and standards, and that the changes are effective and efficient.
• Lack of an integrated development environment (IDE) tool is a challenge, but not a risk, for change control, as it can affect the productivity, collaboration, or integration of the developers, and can cause difficulties or inefficiencies in the development process. However, it does not directly affect the requirements or the quality of the application, and it can be overcome by using other tools or methods.
• Bypassing quality requirements before go-live is a risk, but not the greatest risk, for change control, as it can compromise the quality or performance of the application, and can expose the organization to errors, failures, or breaches. However, it is less likely or frequent than introducing requirements that have not been approved, and it can be detected or prevented by using quality assurance or quality control techniques.

References =

• Requirements - CIO Wiki
• Change Control - CIO Wiki
• Scope Creep - CIO Wiki
• Quality - CIO Wiki
• Stakeholder Management - CIO Wiki
• [Software Testing - CIO Wiki]
• [Integrated Development Environment (IDE) - CIO Wiki]
• [Quality Requirements - CIO Wiki]
• [Software Development Life Cycle - CIO Wiki]

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

Alignment to business objectives is the most important factor when developing a business case for a proposed security investment, because it demonstrates how the investment will support the enterprise’s mission, vision, and goals. A business case should show how the security investment will contribute to the value creation, risk reduction, and performance improvement of the enterprise. The other options are not the most important factors, although they may also be included in the business case. The identification of control requirements, the consideration of new business strategies, and the inclusion of strategy for regulatory compliance are secondary factors that depend on the alignment to business objectives. References = Most Asked CRISC Exam Questions and Answers

The percentage of unpatched IT assets is a KPI that measures the effectiveness of the IT asset management process in ensuring that the IT assets are updated with the latest security patches and are protected from vulnerabilities. This KPI reflects the compliance of the IT assets with the enterprise’s security policy and standards, and the ability of the IT asset management process to identify and remediate any gaps or risks in the IT asset inventory. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 5. CRISC by Isaca Actual Free Exam Q&As, Question 4. Most Asked CRISC Exam Questions and Answers, Question 10. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 4.

When reviewing a report on the performance of control processes, it is most important to verify whether the residual risk objectives have been achieved, as this indicates the extent to which the control processes have reduced the risk to an acceptable level. Residual risk is the risk that remains after the implementation of controls, and it should be aligned with the risk appetite and tolerance of the enterprise. Business process objectives, regulatory standards, and control process design are not the most important factors to verify, as they do not directly measure the effectiveness and efficiency of the control processes in managing the risk. References = CRISC Practice Quiz and Exam Prep; CRISC: Certified in Risk & Information Systems Control Sample Questions, question 209.

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

 The most important factor when deciding on a control to mitigate risk exposure is the cost-benefit analysis. This is a process that compares the costs and benefits of implementing a control, and determines whether the control is worth the investment. A cost-benefit analysis helps to ensure that the control is efficient and effective in reducing the risk to an acceptable level, and that it does not introduce new risks or adversely affect other objectives. A cost-benefit analysis also helps to prioritize the controls based on their value and feasibility, and to allocate the resources accordingly. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.2.5, page 1861

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

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

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

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

• Prevent the vendor from accessing or disclosing the sensitive data, intentionally or unintentionally
• Limit the exposure or impact of the data breach, even if the vendor’s systems or networks are compromised by hackers or malicious insiders
• Maintain the confidentiality and integrity of the sensitive data, regardless of the vendor’s liability or responsibility
• Enhance the trust and confidence of the customers and stakeholders, who may be concerned about the vendor’s refusal to accept liability for a data breach23

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

• Encryption - ISACA
• Cloud Encryption: Using Data Encryption in The Cloud
• Cloud Encryption: Why You Need It and How to Do It Right
• Field-Level Encryption - ISACA
• [CRISC Review Manual, 7th Edition]

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

The best course of action in responding to the internal audit inquiry is to provide justification for the lower risk rating. This would demonstrate that the risk record was updated based on a valid and documented rationale, such as changes in the risk environment, risk drivers, risk indicators, or risk responses. Providing justification would also help to maintain the transparency and accountability of the risk management process, and ensure that the internal audit is satisfied with the risk assessment outcome. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.2.3, page 184.

Architecture is the design and structure of a system or a process, such as an IT system or a business process. Architecture documentation is the document that describes and explains the architecture, such as its components, functions, relationships, requirements, constraints, or standards. Architecture documentation can help to understand, communicate, and improve the system or the process1.

An environment that lacks documentation of the architecture faces a great risk of unknown vulnerabilities, which are the weaknesses or flaws in the system or the process that could be exploited by threats or attackers, but are not identified or addressed by the organization. Unknown vulnerabilities can pose a serious risk to the organization, because they can:

• Compromise the confidentiality, integrity, and availability of the system or the process, and the information or resources that it handles or supports
• Cause financial, operational, reputational, or legal damages or losses to the organization, such as data breaches, fraud, errors, delays, or fines
• Remain undetected or unresolved for a long time, and increase the exposure or impact of the risk over time
• Require more resources or efforts to mitigate or recover from the risk, and reduce the efficiency or effectiveness of the risk management process23

Lack of documentation of the architecture can increase the risk of unknown vulnerabilities, because it can:

• Prevent or hinder the identification and assessment of the vulnerabilities, and the evaluation and prioritization of the risks
• Impede or delay the implementation and enforcement of the controls or safeguards to prevent or reduce the vulnerabilities, and the monitoring and reporting of the risk status and progress
• Obstruct or limit the communication and coordination among the stakeholders, and the awareness and accountability of the risk owners and users
• Restrict or hamper the review and improvement of the system or the process, and the learning and feedback of the risk management4

The other options are not the greatest risks associated with an environment that lacks documentation of the architecture, but rather some of the possible causes or consequences of it. Legacy technology systems are outdated or obsolete systems that are still in use by the organization, but are no longer supported or maintained by the vendors or developers. Legacy technology systems can be a cause of lack of documentation of the architecture, as they may have been developed or acquired without proper documentation, or the documentation may have been lost or discarded over time. Network isolation is the separation or segregation of a network or a system from other networks or systems, either physically or logically, to prevent or limit the access or communication between them. Network isolation can be a consequence of lack of documentation of the architecture, as it may result from the inability or difficulty to integrate or connect the system or the process with other systems or processes. Overlapping threats are threats that affect more than one system or process, or have similar or related sources or causes, such as natural disasters, cyberattacks, or human errors. Overlapping threats can be a consequence of lack of documentation of the architecture, as they may arise from the lack of understanding or coordination of the system or the process with other systems or processes. References =

• Architecture Documentation - ISACA
• Vulnerability - ISACA
• The Risks of Not Having a Vulnerability Management Program
• The Importance of Architecture Documentation - ISACA
• [The Risk of Poor Document Control - ComplianceBridge]
• [CRISC Review Manual, 7th Edition]

Key risk indicators (KRIs) are metrics that help organizations monitor and assess potential risks that may impact their operations, financial health, or overall performance1. KRIs should have certain characteristics that make them effective for risk monitoring, such as:

• Ability to measure the right thing (e.g., supports the decisions that need to be made)
• Quantifiable (e.g., damages in dollars of profit loss)
• Capability to be measured precisely and accurately
• Relevant (measuring the right thing associated with decisions)2

Among the four options given, only option C (sensitivity to changes in risk levels) best enables effective risk monitoring. This is because KRIs should be able to capture the changes in risk levels over time and alert organizations to emerging or escalating risks3. A high sensitivity to changes in risk levels indicates that the KRI is responsive and timely, and can help organizations take preventive or corrective actions before the risks become too severe.

References = Key Risk Indicators: A Practical Guide, Key Risk Indicators: Examples & Definitions, Key Risk Indicators - Wikipedia

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

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

• A high risk appetite and tolerance, which means that the organization is willing to take and accept significant risks in order to achieve its strategic objectives of launching a new product and penetrating new markets
• A low risk awareness and sensitivity, which means that the organization does not pay enough attention or consideration to the potential IT risk factors, threats, and vulnerabilities that may affect its product development and market entry
• A weak risk governance and control, which means that the organization does not have adequate or effective policies, procedures, or mechanisms to identify, assess, respond, or monitor the IT risks and their impacts

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

 The most important consideration for protecting data assets in a business application system is to ensure that the application controls are aligned with the data classification rules. Data classification rules define the level of sensitivity, confidentiality, and criticality of the data, and the corresponding security requirements and controls. Application controls are the policies, procedures, and technical measures that are implemented at the application level to ensure the security, integrity, and availability of the data. Application controls should be designed and configured to match the data classification rules, so that the data is protected according to its value and risk. For example, if the data is classified as highly confidential, the application controls should enforce strong authentication, encryption, access control, logging, and auditing mechanisms. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 214.

 The primary objective for requiring an independent review of an organization’s IT risk management process should be to assess gaps in IT risk management operations and strategic focus, as this helps to identify the strengths and weaknesses of the current process, and to provide recommendations for improvement and alignment with the enterprise’s objectives and environment. An independent review is an objective and unbiased evaluation of the IT risk management process by a qualified and competent party that is not involved in the process. An independent review can help to ensure the quality, effectiveness, and efficiency of the IT risk management process, as well as to enhance the credibility and confidence of the process. Confirming that IT risk assessment results are expressed as business impact, verifying implemented controls to reduce the likelihood of threat materialization, and ensuring IT risk management is focused on mitigating potential risk are not the primary objectives for requiring an independent review of an organization’s IT risk management process, but rather the expected outcomes or benefits of the independent review. References = CRISC Certified in Risk and Information Systems Control – Question219; ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 219.

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

A gap analysis is the best approach to identify information systems control deficiencies, as it helps to compare and evaluate the current and desired states of the information systems and their controls, and to identify and prioritize the gaps or weaknesses that need to be addressed. A gap analysis is a process of assessing and measuring the difference between the actual and expected performance or outcomes of a system or a process, such as an information system or a control process. A gap analysis can help to identify information systems control deficiencies by providing the following benefits:

• It enables a data-driven and evidence-based approach to information systems control assessment and improvement, rather than relying on subjective or qualitative judgments.
• It facilitates a consistent and standardized way of measuring and communicating information systems control performance and quality across the organization and to the external stakeholders.
• It supports the alignment of information systems and their controls with the organizational strategy and objectives, and helps to evaluate the achievement of the desired outcomes.
• It helps to identify and prioritize the root causes and contributing factors of information systems control deficiencies, and to develop and implement appropriate strategies and actions to address them.
• It provides feedback and learning opportunities for the information systems and their controls, and helps to foster a culture of continuous improvement and innovation.

The other options are not the best approaches to identify information systems control deficiencies. Countermeasures analysis is a method of identifying and evaluating the potential countermeasures or solutions to mitigate or eliminate a specific threat or risk, but it does not directly address the information systems control deficiencies. Best practice assessment is a method of comparing and benchmarking the information systems and their controls against the industry standards or best practices, but it does not provide a comprehensive or customized analysis of the information systems control deficiencies. Risk assessment is a method of identifying and analyzing the potential risks and their impacts on the information systems and their objectives, but it does not measure or evaluate the information systems control performance or quality. References = Gap Analysis: A Practical Guide | Smartsheet, IT Risk Resources | ISACA, How to Perform a Gap Analysis: Step-By-Step Guide & Template

Data protection is the process of safeguarding sensitive personal information from unauthorized access, use, disclosure, modification, or destruction. Data protection can help to ensure the privacy and security of the data subjects, and to comply with the legal and regulatory requirements that apply to the data processing activities1.

A highly regulated organization that acquired a medical technology startup company that processes sensitive personal information with weak data protection controls faces a high risk of data breaches, fines, lawsuits, reputational damage, or loss of customer trust. The best way for the acquiring company to reduce its risk while still enabling the flexibility needed by the startup company is to classify and protect the data according to the parent company’s internal standards, because it can help to:

• Identify and categorize the sensitive personal information based on its value, sensitivity, and criticality, such as confidential, restricted, internal, or public
• Apply and enforce the appropriate data protection policies, procedures, and controls for each data category, such as encryption, access control, backup, retention, or disposal
• Align and integrate the data protection practices and processes of the startup company with those of the parent company, and ensure the consistency and compliance across the organization
• Balance and optimize the trade-off between data protection and data usability, and allow the startup company to leverage the data for innovation and growth, as long as it meets the data protection standards of the parent company23

The other options are not the best ways for the acquiring company to reduce its risk while still enabling the flexibility needed by the startup company, but rather some of the steps or aspects of data protection. Identify previous data breaches using the startup company’s audit reports is a step that can help to assess the current data protection status and gaps of the startup company, and to learn from the past incidents and mistakes, but it does not address the future data protection needs and challenges of the startup company. Have the data privacy officer review the startup company’s data protection policies is an aspect that can help to ensure the legal and regulatory compliance of the data protection activities of the startup company, and to provide guidance and oversight for the data protection issues and risks, but it does not ensure the technical and operational effectiveness and efficiency of the data protection controls of the startup company. Implement a firewall and isolate the environment from the parent company’s network is a control that can help to prevent or limit the external or internal attacks or threats to the data of the startup company, and to reduce the exposure or impact of a data breach, but it does not ensure the availability or accessibility of the data for the legitimate and authorized purposes of the startup company. References =

• Data Protection - ISACA
• Data Classification - ISACA
• Data Protection Best Practices - ISACA
• [CRISC Review Manual, 7th Edition]

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

 Accepting residual risk is the most important responsibility of a risk owner, as it implies that the risk owner is accountable for the risk and its impact on the enterprise’s objectives and operations. Residual risk is the risk that remains after the implementation of controls, and it should be aligned with the risk appetite and tolerance of the enterprise. The risk owner is responsible for implementing the risk response strategies and monitoring the risk status and outcomes, as well as for reporting and escalating the risk issues and incidents. Testing control design, establishing business information criteria, and establishing the risk register are not the most important responsibilities of a risk owner, but rather the tasks or activities that the risk owner may perform or delegate as part of the risk management process. References = CRISC Certified in Risk and Information Systems Control – Question218; ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 218.

The three lines of defense model is a framework that defines the roles and responsibilities of different functions in an organization for managing risks and ensuring effective internal control1. The three lines of defense are:

• The first line of defense: the operational management and staff who are responsible for implementing and maintaining the internal control system and managing the risks within their areas of activity
• The second line of defense: the oversight functions, such as risk management, compliance, and quality assurance, who provide guidance, support, and monitoring to the first line of defense and ensure that the internal control system is designed and operating effectively
• The third line of defense: the internal audit function, who provides independent and objective assurance to the board and senior management on the adequacy and effectiveness of the internal control system and the performance of the first and second lines of defense2

The three lines of defense model facilitates a completely independent review of test results for evaluating control effectiveness, because it ensures that the internal audit function, as the third line of defense, has the authority, independence, and competence to conduct objective and unbiased assessments of the internal control system and report its findings and recommendations to the board and senior management3. The internal audit function can also use the test results from the first and second lines of defense as inputs for its own audit planning and testing, and verify their validity and reliability4.

References = The Three Lines of Defense in Effective Risk Management and Control - IIA, The Three Lines Model - IIA, The Role of Internal Audit in the Three Lines of Defense - IIA, Evaluating and Improving Internal Control in Organizations - IFAC

Data inconsistency is the greatest concern associated with redundant data in an organization’s inventory system, as it can lead to inaccurate, unreliable, and conflicting information that can affect the decision-making and performance of the organization. Redundant data can occur when the same data is stored in multiple locations or formats, or when data is not updated or synchronized properly. Data inconsistency can cause errors, confusion, and inefficiency in the inventory management process, and can also increase the risk of fraud, theft, or loss of inventory. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 238. CRISC by Isaca Actual Free Exam Q&As, Question 9. CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 238. CRISC Sample Questions 2024, Question 238.

• A denial-of-service (DoS) attack is a type of cyberattack that aims to disrupt or disable the normal functioning of a system or network by overwhelming it with excessive traffic or requests.
• The chief technology officer (CTO) has decided to accept the risk associated with the potential loss from a DoS attack. This means that the CTO has determined that the cost or effort of implementing or maintaining controls to prevent or reduce the impact of a DoS attack is not justified by the expected benefits or savings, and that the organization is willing to bear the consequences of a DoS attack if it occurs.
• The best course of action for the risk practitioner in this situation is to identify key risk indicators (KRIs) for ongoing monitoring. This means that the risk practitioner should define and measure the metrics that provide information about the level of exposure to the DoS attack risk, such as the frequency, duration, or severity of the attacks, the availability, performance, or security of the systems or networks, the customer satisfaction, reputation, or revenue of the organization, etc.
• Identifying KRIs for ongoing monitoring helps to track and evaluate the actual results and outcomes of the risk acceptance decision, compare them with the risk appetite and tolerance of the organization, identify any deviations or breaches that may require attention or action, and report them to the appropriate parties for decision making or improvement actions.

The references for this answer are:

• Risk IT Framework, page 15
• Information Technology & Security, page 9
• Risk Scenarios Starter Pack, page 7

A conflict of interest is a situation where a person’s personal or professional interests may interfere with their ability to act in the best interest of the organization or the project1. A conflict of interest can compromise the integrity, objectivity, and impartiality of the person, and create ethical or legal issues for the organization or the project2. In the context of due diligence, a conflict of interest can affect the quality and reliability of the information and analysis, and jeopardize the success and confidentiality of the acquisition3.

The best course of action for a member of the due diligence team who realizes a close acquaintance is a high-ranking IT professional at a subsidiary of the company about to be acquired is to disclose potential conflicts of interest. This means that the team member should inform the due diligence leader and the organization’s management about the relationship with the acquaintance, and explain how it may affect their role or responsibility in the due diligence process. By disclosing potential conflicts of interest, the team member can:

• Demonstrate honesty and transparency, and uphold the ethical standards and values of the organization and the project4.
• Enable the due diligence leader and the organization’s management to assess the situation and decide the appropriate course of action, such as reassigning the team member, implementing additional controls or safeguards, or obtaining consent or approval from the relevant parties5.
• Avoid or minimize the negative consequences or risks that may arise from the conflict of interest, such as legal liability, reputational damage, or loss of trust and credibility6.

References =

• Conflict of Interest - CIO Wiki
• What is a Conflict of Interest? Give Me Some Examples - The Balance Careers
• How to Avoid Conflicts of Interest in M&A Transactions - DealRoom
• How to Handle Conflicts of Interest - Harvard Business Review
• Conflict of Interest Policy - ISACA
• Managing Conflicts of Interest in the Public Sector Toolkit - OECD

The control owner is the person who is responsible for designing, implementing, monitoring, and maintaining a control. The control owner is best suited to determine whether a new control properly mitigates data loss risk within a system, as they have the most knowledge and authority over the control. The control owner should also evaluate the effectiveness and efficiency of the control and report any issues or gaps to the risk owner.

The other options are not the best suited to determine whether a new control properly mitigates data loss risk within a system. The data owner is the person who has the accountability and authority over the data and its classification. The data owner may not have the technical expertise or access to evaluate the new control. The risk owner is the person who has the accountability and authority to manage a specific risk. The risk owner may not have the detailed knowledge or involvement in the new control. The system owner is the person who has the accountability and authority over the system and its operation. The system owner may not have the direct responsibility or oversight of the new control. References = CRISC TOPIC 3 EXAM SHORT Flashcards, CRISC-1-50 topic3 Flashcards, CRISC Certified in Risk and Information Systems Control – Question609

A risk treatment plan typically includes the following elements2:

• Risk description: A brief summary of the risk, its causes, and its consequences.
• Risk owner: The person or entity who is responsible for managing the risk and implementing the risk treatment plan.
• Risk response: The strategy or method chosen to deal with the risk, such as avoid, reduce, transfer, or accept.
• Risk actions: The specific tasks or steps that need to be performed to execute the risk response.
• Risk resources: The human, financial, technical, or other resources that are required or available to support the risk actions.
• Risk timeline: The schedule or deadline for completing the risk actions and achieving the desired risk level.

By recommending a risk treatment plan, the risk practitioner can help the organization to:

• Analyze and prioritize the vulnerabilities detected on the systems, and determine their impact and likelihood.
• Evaluate and compare the possible risk responses, and select the most suitable and feasible one for each vulnerability.
• Define and assign the roles and responsibilities for the risk treatment process, and ensure the accountability and collaboration of the stakeholders.
• Monitor and measure the progress and effectiveness of the risk treatment process, and report the results and outcomes to the management.

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

• Recommending the business change the application is not a realistic or practical option, as it may be costly, time-consuming, or technically challenging to modify the application to make it compatible with the updated servers. It may also create other issues or risks, such as compatibility problems with other systems, performance degradation, or user dissatisfaction.
• Including the risk in the next quarterly update to management is not a proactive or timely option, as it may delay or defer the risk treatment process and increase the exposure or vulnerability of the systems. It may also indicate a lack of urgency or importance of the risk, and undermine the credibility or trust of the management.
• Implementing compensating controls is not a sufficient or comprehensive option, as it may not address the root cause or the source of the risk. Compensating controls are alternative or additional controls that are implemented when the primary or preferred controls are not feasible or effective3. They may reduce the impact or likelihood of the risk, but they may not eliminate or resolve the risk.

References =

• Risk Treatment Plan - CIO Wiki
• Risk Treatment Plan Template - ISACA
• Compensating Control - CIO Wiki

The type of control that has been applied when an organization provides legal text explaining the rights and expected behavior of users accessing a system from geographic locations that have strong privacy regulations is directive. A directive control is a control that guides or instructs the users or the staff on the policies, procedures, or standards that they need to follow or comply with when performing their tasks or activities. A directive control can help to prevent or reduce the risk of non-compliance, errors, or violations, by ensuring that the users or the staff are aware and informed of the expectations and requirements of the organization or the system. A directive control can also help to enforce the accountability and responsibility of the users or the staff, and to support the audit and monitoring of their actions and behaviors. Providing legal text explaining the rights and expected behavior of users accessing a system from geographic locations that have strong privacy regulations is an example of a directive control, as it informs the users of the legal obligations and consequences of using the system, and instructs them on how to protect their privacy and the privacy of others. Detective, preventive, and compensating are not the correct types of control, as they do not match the definition or the purpose of the control that has been applied. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 217.

Risk mitigation is a proactive business strategy to identify, assess, and mitigate potential threats or uncertainties that could harm an organization’s objectives, assets, or operations1. It entails specific action plans to reduce the likelihood or impact of these identified risks2.

There are several recognized ways to mitigate risk, such as accepting, avoiding, hedging, transferring, or reducing the risk3. Among the options given, only C is an example of risk reduction, which involves implementing controls or safeguards to minimize the negative effects of the risk3. Change and configuration management processes are methods to ensure that changes to the IT systems or infrastructure are properly authorized, documented, tested, and implemented, and that the configuration of the IT assets is consistent and accurate. These processes can help prevent or detect errors, defects, or vulnerabilities that could compromise the IT performance, security, or availability.

The other options are not examples of risk mitigation, but rather risk avoidance (A), risk transfer (B), or risk acceptance (D). Risk avoidance means eliminating the risk entirely by not engaging in the activity that causes the risk3. Not providing capability for employees to work remotely could avoid the risk of data breaches or network issues, but it could also limit the productivity and flexibility of the workforce. Risk transfer means shifting the responsibility or burden of the risk to another party, such as a vendor or an insurer3. Outsourcing the IT activities and infrastructure could transfer the risk of IT failures or incidents to the service provider, but it could also introduce new risks such as vendor dependency or loss of control. Risk acceptance means acknowledging the risk and its consequences without taking any action to address it3. Taking out insurance coverage for IT-related incidents could provide some financial compensation in case of a loss, but it does not reduce the likelihood or impact of the risk itself. References =

• 5 Key Risk Mitigation Strategies (With Examples) | Indeed.com
• 10 Risk Mitigation techniques you need to know - Stakeholdermap.com
• Risk Mitigation Strategies: Types & Examples (+ Free Template)
• [Change and Configuration Management - ISACA]

The most likely justification for risk acceptance of an exception to a security control is when the business benefits exceed the loss exposure. Risk acceptance is a risk response strategy that involves acknowledging and tolerating the risk, without taking any action to reduce or transfer the risk. An exception to a security control is a deviation or non-compliance from the established security policy or standard, due to a valid business reason or circumstance. Risk acceptance of an exception to a security control may be justified when the business benefits exceed the loss exposure, which means that the value or advantage of the exception outweighs the potential cost or harm of the risk. For example, an exception to a security control may enable faster or easier access to the system or data, which may improve the productivity, efficiency, or satisfaction of the users or customers, and generate more revenue or profit for the business. The business benefits of the exception may exceed the loss exposure of the risk, which may be low or negligible, or may be mitigated by other controls or factors. Therefore, risk acceptance of an exception to a security control may be a reasonable and rational decision, based on the cost-benefit analysis of the exception and the risk. Automation cannot be applied to the control, the end-user license agreement has expired, and the control is difficult to enforce in practice are not the most likely justifications for risk acceptance of an exception to a security control, as they are either irrelevant or insufficient reasons, and they do not consider the business benefits or the loss exposure of the exception and the risk. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 50.

Residual risk is the remaining risk after the risk response has been implemented. Residual risk can be expressed as a combination of the probability and impact of the risk scenario, or as a single value such as loss expectancy. Residual risk can be compared with the inherent risk, which is the risk level before considering the existing controls or responses, to evaluate the risk reduction and value creation of the risk response. Senior management has asked the risk practitioner for the overall residual risk level for a process that contains numerous risk scenarios. The best way to provide this information is to calculate the average of anticipated residual risk levels for each risk scenario, and to present it as a single value or a range. This can help to provide a comprehensive and consistent view of the residual risk exposure and performance of the process, as well as to align it with the organization’s risk appetite and tolerance. The sum of residual risk levels for each scenario, the loss expectancy for aggregated risk scenarios, or the highest loss expectancy among the risk scenarios are not the best ways to provide the overall residual risk level, as they may overestimate or underestimate the risk exposure and performance of the process, and may not reflect the actual risk reduction and value creation of the risk response. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.2.2, p. 108-109

The primary reason for tracking the status of risk mitigation plans is to ensure that the proposed controls are implemented as scheduled, as this can help to reduce the risk exposure of the organization and to achieve the desired risk objectives. Tracking the status of risk mitigation plans can also help to monitor and evaluate the performance and effectiveness of the risk controls, and to identify and address any issues or gaps that may arise during the implementation. Tracking the status of risk mitigation plans can also provide feedback and information to the risk owners and stakeholders, and enable them to adjust the risk strategy and response actions accordingly. References = CRISC: Certified in Risk & Information Systems Control Sample Questions, Question 251. CRISC Sample Questions 2024, Question 251. ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, Question 251. CRISC by Isaca Actual Free Exam Q&As, Question 9.

The most comprehensive input to the risk assessment process specific to the effects of system downtime is the business impact analysis (BIA). The BIA is a process of analyzing the potential impacts of disruptive events on the business processes, functions, and resources. The BIA identifies the criticality, dependencies, recovery priorities, and recovery objectives of the business processes, and quantifies the financial and non-financial impacts of system downtime. The BIA provides valuable information for the risk assessment process, as it helps to evaluate the likelihood and impact of the risks, and to determine the appropriate risk responses. Business continuity plan (BCP) testing results, recovery time objective (RTO), and recovery point objective (RPO) are not as comprehensive as the BIA, as they are derived from the BIA and focus on specific aspects of the business continuity and recovery strategies. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 130.

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

A risk profile is a summary of the key risks that an organization faces, along with the corresponding risk responses, risk owners, and risk indicators1. A risk profile is a useful tool for communicating and reporting the risk status and performance to the management and other stakeholders2. When developing a risk profile for management approval, the most useful information to include is the residual risk and the risk appetite, because:

• Residual risk is the level of risk that remains after the implementation of risk responses3. It indicates the degree of exposure or uncertainty that the organization still faces, and the potential impact or consequences of the risk events. Residual risk helps the management to evaluate the effectiveness and adequacy of the risk responses, and to decide whether to accept, reduce, transfer, or avoid the risk4.
• Risk appetite is the amount and type of risk that the organization is willing to accept or pursue in order to achieve its objectives5. It reflects the organization’s risk culture, strategy, and priorities, and provides a basis for setting risk thresholds and targets. Risk appetite helps the management to align the risk profile with the organizational goals and values, and to ensure that the risk responses are consistent and proportional to the risk level6.

The other options are not the most useful information when developing a risk profile for management approval, because:

• Strength of detective and preventative controls is a measure of how well the controls can identify or prevent the occurrence or impact of the risk events7. It is a part of the risk response information, but it does not provide a comprehensive or holistic view of the risk profile. It does not show the residual risk or the risk appetite, which are more relevant and important for the management approval.
• Effectiveness and efficiency of controls is a measure of how well the controls achieve their intended objectives and how well they use the available resources8. It is a part of the risk performance information, but it does not provide a complete or balanced view of the risk profile. It does not show the residual risk or the risk appetite, which are more significant and meaningful for the management approval.
• Inherent risk and risk tolerance are related but different concepts from residual risk and risk appetite. Inherent risk is the level of risk that exists before the implementation of risk responses3. Risk tolerance is the acceptable variation or deviation from the risk appetite or the risk objectives5. They are useful for the risk assessment and analysis, but they do not provide the current or desired state of the risk profile. They do not show the residual risk or the risk appetite, which are more critical and valuable for the management approval.

References =

• Risk Profile - CIO Wiki
• Risk Profile: Definition, Example, and How to Create One
• Residual Risk - CIO Wiki
• What is Residual Risk? - Definition from Techopedia
• Risk Appetite - CIO Wiki
• Risk Appetite: What It Is and Why It Matters - Gartner
• Preventive and Detective Controls - CIO Wiki
• Control Effectiveness and Efficiency - CIO Wiki

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

 The first step when conducting a business impact analysis (BIA) is identifying critical information assets. A BIA is a process of analyzing the potential impacts of disruptive events on the business processes, functions, and resources. A BIA identifies the criticality, dependencies, recovery priorities, and recovery objectives of the business processes, and quantifies the financial and non-financial impacts of disruption. Information assets are the data, information, and knowledge that are essential for the operation and performance of the business processes. Identifying critical information assets is the first step of the BIA, as it helps to determine which information assets are vital for the continuity and recovery of the business processes, and which information assets are most vulnerable or exposed to the disruptive events. Identifying critical information assets also helps to scope and focus the BIA on the most important and relevant information assets, and to avoid unnecessary or redundant analysis. Identifying events impacting continuity of operations, creating a data classification scheme, and analyzing previous risk assessment results are not the first steps of the BIA, as they are either the inputs or the outputs of the BIA, and they depend on the identification of critical information assets. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 130.

Residual risk is the risk that remains after the implementation of controls. It is important for a risk practitioner to verify that the residual risk is within the acceptable levels defined by the enterprise’s risk appetite and tolerance. This ensures that the controls are effective in reducing the risk exposure to an acceptable level and align with the enterprise’s objectives and strategy. References = CRISC Review Manual 27th Edition, page 131. Most Asked CRISC Exam Questions and Answers.

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

• Identify the sources, causes, and consequences of past risks and learn from the successes and failures of previous projects or organizations
• Analyze the likelihood and impact of potential risks based on historical data and trends, and use statistical methods or models to estimate the probability and severity of risk scenarios
• Evaluate the level of risk exposure and compare it with the risk appetite and tolerance of the project or the organization, and prioritize the risks that need further attention or action
• Use historical risk events as inputs or examples for risk identification and analysis techniques, such as brainstorming, checklists, interviews, surveys, SWOT analysis, root cause analysis, or Monte Carlo simulation2

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

An incident is an unplanned event that disrupts or degrades the normal operation or performance of an IT service, system, or network1. An incident can cause various negative impacts, such as service outages, data losses, security breaches, or customer dissatisfaction2. An incident can recur if the underlying cause or problem of the incident is not properly identified and resolved3.

The best course of action to help reduce the probability of an incident recurring is to perform root cause analysis. Root cause analysis is a systematic process of finding and eliminating the fundamental cause or problem that led to the incident4. Root cause analysis can help to:

• Prevent or minimize the recurrence of the incident by addressing the source of the problem, not just the symptoms or effects
• Identify and implement corrective or preventive actions that can effectively resolve or mitigate the problem
• Learn from the incident and improve the IT service, system, or network quality and reliability
• Enhance the incident management and problem management processes and capabilities5

References = What is an Incident?, Incident Management - Wikipedia, Problem Management - Wikipedia, Root Cause Analysis - Wikipedia, Root Cause Analysis: A Guide for Business Leaders

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

The best course of action when a risk practitioner identifies a database application that has been developed and implemented by the business independently of IT is to include the application in IT risk assessments. IT risk assessments are the process of identifying, analyzing, and evaluating the IT-related risks that could affect the achievement of the enterprise’s objectives. By including the application in IT risk assessments, the risk practitioner can identify the potential threats, vulnerabilities, and impacts associated with the application, and recommend the appropriate controls and mitigation strategies to reduce the risk to an acceptable level. Escalating the concern to senior management, documenting the reasons for the exception, and proposing that the application be transferred to IT are not the best courses of action, as they do not address the risk exposure and impact of the application, and may not be feasible or desirable for the business. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 47.

The IT control environment is the set of standards, processes, and structures that provide the basis for carrying out IT internal control across the organization1. The IT control environment comprises the IT governance, IT policies and procedures, IT organizational structure, IT roles and responsibilities, IT competencies and training, and IT culture and ethics2. The effectiveness of the IT control environment can be measured by how well it supports the achievement of the organization’s IT objectives, such as IT reliability, security, compliance, and performance3.

One of the best ways to provide the most up-to-date information about the effectiveness of the organization’s overall IT control environment is to perform periodic penetration testing. Penetration testing is the process of simulating real-world cyberattacks on the organization’s IT systems, networks, and applications, to identify and exploit any vulnerabilities, weaknesses, or gaps in the IT control environment4. Penetration testing can help to:

• Evaluate the current state and maturity of the IT control environment and its alignment with the organization’s risk appetite and tolerance
• Detect and prioritize the most critical and urgent IT risks and threats that may compromise the organization’s IT objectives or assets
• Test and validate the effectiveness and efficiency of the existing IT controls and their ability to prevent, detect, or respond to cyberattacks
• Provide recommendations and feedback for improving the IT control environment and enhancing the IT security posture and resilience of the organization

References = COSO – Control Environment - Deloitte, How to use COSO to assess IT controls - Journal of Accountancy, What is Penetration Testing?, [Penetration Testing: A Guide for Business Leaders]

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

The primary concern for an organization planning to transfer and store its customer data with an offshore cloud service provider is data privacy. Data privacy is the protection of personal information from unauthorized or unlawful access, use, disclosure, or transfer. Data privacy is governed by various laws, regulations, and standards that vary across different jurisdictions and sectors. An organization that transfers and stores its customer data with an offshore cloud service provider should ensure that the data privacy rights and obligations of the customers, the organization, and the cloud service provider are clearly defined and agreed upon, and that the data is protected according to the applicable data privacy requirements. An organization should also conduct due diligence and risk assessment on the offshore cloud service provider, and monitor and audit its performance and compliance on a regular basis. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.2.1, page 127123

The first course of action for a risk practitioner when discovering a deficiency in a critical system that cannot be patched is to conduct a risk assessment. A risk assessment is a process of identifying, analyzing, and evaluating the risks that could affect the achievement of the objectives of the system or the organization. A risk assessment helps to determine the level and nature of the risk exposure, and to prioritize and respond to the risks. Conducting a risk assessment is the first course of action, as it helps to understand the source, cause, and impact of the deficiency, and to estimate the likelihood and consequences of the risk events that could exploit the deficiency. Conducting a risk assessment also helps to identify and evaluate the existing or potential controls or mitigations that could address the deficiency, and to recommend the appropriate risk treatment options. Reporting the issue to internal audit, submitting a request to change management, and reviewing the business impact assessment are not the first courses of action, as they are either the outputs or the inputs of the risk assessment process, and they do not address the primary need of assessing the risk situation and status. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 49.

IT control status reporting is the process of collecting and analyzing data about the effectiveness and efficiency of IT controls. IT controls are the policies, procedures, and practices that ensure the confidentiality, integrity, and availability of IT resources and information. IT control status reporting helps to monitor the performance of IT controls against the predefined objectives and criteria, and to identify any gaps or issues that need to be addressed. IT control status reporting also provides information to the stakeholders about the current status and progress of IT control implementation and improvement.

The primary purpose of IT control status reporting is to facilitate the comparison of the current and desired states of IT controls. This means that IT control status reporting helps to evaluate the gap between the actual and expected performance of IT controls, and to determine the actions and resources needed to close the gap. IT control status reporting also helps to align the IT controls with the business goals and strategies, and to ensure that the IT controls are delivering value to the organization. By comparing the current and desired states of IT controls, IT control status reporting enables continuous improvement and optimization of IT control processes and outcomes.

The other options are not the primary purpose of IT control status reporting, but rather some of the benefits or outcomes of it. IT control status reporting can help to ensure compliance with IT governance strategy, but it is not the main reason for doing it. IT governance is the framework that defines the roles, responsibilities, and relationships among the stakeholders involved in IT decision making and oversight. IT control status reporting can support IT governance by providing relevant and reliable information to the stakeholders, and by demonstrating the accountability and transparency of IT control activities. However, IT control status reporting is not the same as IT governance, and it is not the only way to ensure compliance with IT governance strategy.

IT control status reporting can also assist internal audit in evaluating and initiating remediation efforts, but it is not the main objective of it. Internal audit is an independent and objective assurance and consulting activity that evaluates the adequacy and effectiveness of IT controls, and provides recommendations for improvement. IT control status reporting can provide input and evidence to the internal audit process, and help to identify the areas of IT control that need further review or testing. IT control status reporting can also help to monitor and track the implementation of the audit findings and recommendations, and to verify the results of the remediation efforts. However, IT control status reporting is not the same as internal audit, and it is not the only source of information for internal audit.

Finally, IT control status reporting can benchmark IT controls with industry standards, but it is not the main goal of it. Industry standards are the best practices or guidelines that define the minimum requirements or expectations for IT control performance and quality. IT control status reporting can help to compare the IT controls with the industry standards, and to identify the areas of IT control that need to be enhanced or updated. IT control status reporting can also help to demonstrate the compliance or conformance of IT controls with the industry standards, and to provide assurance to the external parties or regulators. However, IT control status reporting is not the same as industry standards, and it is not the only way to benchmark IT controls. References =

• Service Reporting in ITIL: Process, Objectives and Examples - KnowledgeHut
• Anatomy of an effective status report - Project Management Institute
• How to Create a Project Status Report [Template & Examples]
• Communicating Document Control Progress on a Project
• [CRISC Review Manual, 7th Edition]

A noncompliant control is a control that does not meet the requirements or standards of an audit, regulation, or policy. A noncompliant control can expose the organization to risks such as errors, fraud, or breaches. When a noncompliant control is identified, the service provider and the client should work together to resolve the issue as soon as possible. However, sometimes the resolution may not be feasible or cost-effective, and the client may decide to accept the risk associated with the noncompliant control.

In this case, the service provider’s most appropriate action would be to ask the client to document the formal risk acceptance for the provider. This means that the client should acknowledge the existence and consequences of the noncompliant control, and provide a written justification for accepting the risk. The risk acceptance document should also specify the roles and responsibilities of the service provider and the client, and the duration and conditions of the risk acceptance. The risk acceptance document should be signed by the client’s senior management and the service provider’s management, and kept as part of the audit evidence.

The other options are not appropriate actions for the service provider. Developing a risk remediation plan overriding the client’s decision would be disrespectful and unprofessional, as it would ignore the client’s authority and preference. Making a note for this item in the next audit explaining the situation would be insufficient and misleading, as it would imply that the issue is still unresolved and that the service provider is responsible for it. Insisting that the remediation occur for the benefit of other customers would be unreasonable and impractical, as it would disregard the client’s business needs and constraints, and potentially harm the relationship between the service provider and the client. References =

• Risk Acceptance - Institute of Internal Auditors
• New Guidance on the Evaluation of Non-compliance with the Risk Assessment Standard and its Peer Review Impact - REVISED
• The Impact of Non-compliance: Understanding The Risks And Consequences

The risk associated with an asset after controls are applied can be expressed as a function of the likelihood and impact, as it helps to measure and quantify the residual risk level and exposure. Residual risk is the risk that remains after the implementation of controls or risk treatments. Residual risk can be calculated by multiplying the likelihood and impact of a risk event, where likelihood is the probability or frequency of the risk event occurring, and impact is the consequence or severity of the risk event on the asset or objective. Residual risk can be expressed as:

ResidualRisk=Likelihood×Impact

Expressing the risk associated with an asset after controls are applied as a function of the likelihood and impact helps to provide the following benefits:

• It enables a data-driven and evidence-based approach to risk assessment and reporting, rather than relying on subjective or qualitative judgments.
• It facilitates a consistent and standardized way of measuring and communicating risk levels and exposure across the organization and to the external stakeholders.
• It supports the alignment of risk management and control activities with the organizational strategy and objectives, and helps to evaluate the achievement of the desired outcomes.
• It helps 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.
• It provides feedback and learning opportunities for the risk management and control processes, and helps to foster a culture of continuous improvement and innovation.

The other options are not the best ways to express the risk associated with an asset after controls are applied. A function of the cost and effectiveness of controls is a measure of the inputs or outputs of the risk management and control processes, but it does not indicate the risk level or exposure. The likelihood of a given threat is a component of the risk calculation, but it does not reflect the impact or consequence of the threat. The magnitude of an impact is a component of the risk calculation, but it does not reflect the likelihood or probability of the risk event. References = Risk Assessment and Analysis Methods: Qualitative and Quantitative, IT Risk Resources | ISACA, Residual Risk: Definition, Formula & Management - Video & Lesson …

The best measure of the impact of business interruptions caused by an IT service outage is the sustained financial loss. This is the amount of money that the enterprise loses due to the disruption of its normal operations, such as lost revenue, increased expenses, or reduced profits. Sustained financial loss reflects the extent and severity of the business interruption, and the effect on the enterprise’s objectives and performance. Sustained financial loss also helps to determine the recovery objectives and priorities, and to justify the investment in risk mitigation and business continuity strategies. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.2.2, page 691

• Global standards related to risk management are documents that provide the principles, guidelines, and best practices for managing risk in a consistent, effective, and efficient manner across different organizations, sectors, and regions12.
• The primary reason for a risk practitioner to use global standards related to risk management is to continuously improve risk management processes, which are the activities and tasks that enable the organization to identify, analyze, evaluate, treat, monitor, and communicate the risks that may affect its objectives, performance, and value creation34.
• Continuously improving risk management processes is the primary reason because it helps the organization to enhance its risk management capabilities and maturity, and to adapt to the changing risk environment and stakeholder expectations34.
• Continuously improving risk management processes is also the primary reason because it supports the achievement of the organization’s goals and the delivery of value to the stakeholders, which are the ultimate purpose and outcome of risk management34.
• The other options are not the primary reason, but rather possible benefits or objectives that may result from using global standards related to risk management. For example:
• 1: ISO - ISO 31000 — Risk management1
• 2: Risk Management Standards2
• 3: Risk IT Framework, ISACA, 2009
• 4: IT Risk Management Framework, University of Toronto, 2017

Corporate culture is the set of values, beliefs, and norms that shape the behavior and attitude of an organization and its people. Corporate culture alignment is the degree of consistency and compatibility between the corporate culture and the organization’s vision, mission, strategy, and objectives. Corporate culture misalignment is the situation where the corporate culture is not aligned with the organization’s goals and expectations, and may hinder or undermine the achievement of those goals. The acceptance of control costs that exceed risk exposure is most likely an example of corporate culture misalignment, as it indicates that the organization is not following a rational and optimal approach to risk management. The organization is spending more resources on controlling risks than the potential benefits or losses that the risks entail, which may result in inefficiency, waste, or opportunity cost. The organization may also be overemphasizing the importance of risk avoidance or mitigation, and neglecting the potential value creation or innovation that may arise from taking or accepting some risks. The other options are not the best answers, as they do not explain the situation of accepting control costs that exceed risk exposure. Low risk tolerance is the degree of variation from the risk appetite that the organization is not willing to accept. Low risk tolerance may lead to excessive or unnecessary controls, but it does not necessarily mean that the control costs exceed the risk exposure. High risk tolerance is the degree of variation from the risk appetite that the organization is willing to accept. High risk tolerance may lead to insufficient or ineffective controls, but it does not imply that the control costs exceed the risk exposure. Corporate culture alignment is the situation where the corporate culture is aligned with the organization’s goals and expectations, and supports and facilitates the achievement of those goals. Corporate culture alignment would not result in accepting control costs that exceed risk exposure, as it would imply a balanced and rational approach to risk management. References = CRISC Review Manual, pages 22-231; CRISC Review Questions, Answers & Explanations Manual, page 812

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

• Determine the frequency and probability of occurrence of different types of threats, such as natural disasters, human errors, malicious attacks, system failures, etc.
• Assess the impact and severity of the threats on the confidentiality, integrity and availability of the IT assets and processes
• Prioritize the threats based on their likelihood and impact
• Develop appropriate risk response strategies to prevent, mitigate, transfer or accept the threats

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

• The control environment is the set of internal and external factors and conditions that influence and shape the organization’s governance, risk management, and control functions. It includes the organization’s culture, values, ethics, structure, roles, responsibilities, policies, standards, etc.
• Uncontrolled changes are changes or modifications to the control environment that are not planned, authorized, documented, or monitored, and that may have unintended or adverse consequences for the organization. Uncontrolled changes may be caused by various drivers or events, such as technological innovations, market trends, regulatory changes, customer preferences, competitor actions, environmental issues, etc.
• The greatest concern when uncontrolled changes are made to the control environment is an increase in the level of residual risk, which is the amount and type of risk that remains after the implementation and execution of the risk responses or controls. An increase in the level of residual risk means that the risk responses or controls are not effective or sufficient to mitigate or prevent the risks, and that the organization may face unacceptable or intolerable consequences if the risks materialize.
• An increase in the level of residual risk is the greatest concern when uncontrolled changes are made to the control environment, because it indicates that the organization’s risk profile and performance have deteriorated, and that the organization may not be able to achieve its objectives or protect its value. It also indicates that the organization’s risk appetite and tolerance have been violated, and that the organization may need to take corrective or compensating actions to restore the balance between risk and return.
• The other options are not the greatest concerns when uncontrolled changes are made to the control environment, because they do not indicate the actual or potential impact or outcome of the risks, and they may not be relevant or actionable for the organization.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 19-20, 23-24, 27-28, 31-32, 40-41, 47-48, 54-55, 58-59, 62-63
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 174
• CRISC Practice Quiz and Exam Prep

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

• A web-based service provider is an organization that offers online services or applications to its customers or users, such as e-commerce, social media, cloud computing, etc. A web-based service provider depends on the availability, reliability, and security of its web servers, networks, and systems to deliver its services or applications.
• A low risk appetite for system outages means that the organization is not willing to accept a high level or frequency of system outages, which are interruptions or disruptions in the normal operation or functionality of the web servers, networks, or systems. System outages can cause customer dissatisfaction, revenue loss, reputation damage, or legal liability for the web-based service provider.
• A current risk profile for online security is the current state or condition of the online security risks that may affect the web-based service provider’s objectives and operations. It includes the identification, analysis, and evaluation of the online security risks, and the prioritization and response to them based on their significance and urgency.
• The most relevant observation to escalate to senior management is an increase in attempted distributed denial of service (DDoS) attacks, which are malicious attacks that aim to overwhelm or overload the web servers, networks, or systems with a large volume or frequency of requests or traffic, and prevent them from responding to legitimate requests or traffic. An increase in attempted DDoS attacks indicates a high likelihood and impact of system outages, and a high level of threat or vulnerability for the web-based service provider’s online security. Escalating this observation to senior management can help them to understand the severity and urgency of the risk, and to decide on the appropriate risk response and allocation of resources.
• The other options are not the most relevant observations to escalate to senior management, because they do not indicate a high likelihood or impact of system outages, and they may not be relevant or actionable for senior management.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 19-20, 23-24, 27-28, 31-32, 40-41, 47-48, 54-55, 58-59, 62-63
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 161
• CRISC Practice Quiz and Exam Prep

• Data processing is the activity of collecting, organizing, transforming, and analyzing data to produce useful information for decision making or other purposes12.
• The role of the internal IT team in this situation is data processors, which are the people or entities that process data on behalf of the data controllers, who are the people or entities that determine the purposes and means of the data processing34.
• Data processors are the role of the internal IT team because they are responsible for managing information through the applications that are used by the organization, and they act under the instructions and authority of the organization, which is the data controller34.
• Data processors are also the role of the internal IT team because they have to comply with the data protection laws and regulations that apply to the data processing, and they have to ensure the security and confidentiality of the data34.
• The other options are not the role of the internal IT team, but rather possible roles or terms that are related to data processing. For example:
• 1: Data Processing - Wikipedia1
• 2: Data Processing: Definition, Steps, and Types2
• 3: Data Controller vs Data Processor: What’s the Difference?3
• 4: Data controller vs data processor: What are the differences and responsibilities?4
• 5: Data Custodian - Wikipedia5
• 6: Data Custodian: Definition, Role & Responsibilities6
• : Data Owner - Wikipedia
• : Data Owner: Definition, Role & Responsibilities

• New risk exposures due to changes in the business environment are the possibilities and impacts of new or emerging threats or opportunities that may affect the organization’s objectives, performance, or value creation, as a result of changes in the internal or external factors that influence the organization’s operations, such as technology, competition, regulation, or customer behavior12.
• The most helpful tool in identifying new risk exposures due to changes in the business environment is a SWOT analysis, which is a technique that involves identifying and analyzing the strengths, weaknesses, opportunities, and threats (SWOT) that are relevant to the organization’s situation, goals, and capabilities34.
• A SWOT analysis is the most helpful tool because it helps the organization to scan and assess the business environment, and to identify and prioritize the new or emerging risk exposures that may arise from the changes in the environment34.
• A SWOT analysis is also the most helpful tool because it helps the organization to align and adapt its strategy and actions to the changes in the environment, and to leverage its strengths and opportunities, and mitigate its weaknesses and threats34.
• The other options are not the most helpful tools, but rather possible sources or inputs that may be used in a SWOT analysis. For example:
• 1: Risk IT Framework, ISACA, 2009
• 2: IT Risk Management Framework, University of Toronto, 2017
• 3: SWOT Analysis - ISACA1
• 4: SWOT Analysis: What It Is and When to Use It2
• 5: Standard Operating Procedure - Wikipedia3
• 6: How to Write Effective Standard Operating Procedures (SOP)4
• 7: Benchmarking - Wikipedia5
• 8: Benchmarking: Definition, Types, Process, Advantages & Examples6
• : Control Gap Analysis - ISACA7
• : Control Gap Analysis: A Step-by-Step Guide8

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

A cyber intrusion is an unauthorized or malicious access to a computer system or network by an attacker. A cyber intrusion can compromise the confidentiality, integrity, or availability of the system or network, as well as the data and services that it hosts. A cyber intrusion can also cause damage, disruption, or theft to the organization or its stakeholders. One of the best ways to prevent cyber intrusion is to strengthen vulnerability remediation efforts, which means to identify and fix the weaknesses or flaws in the system or network that can be exploited by the attackers. Vulnerability remediation efforts can include conducting regular vulnerability assessments, applying security patches and updates, configuring security settings and policies, and implementing security controls and measures. By strengthening vulnerability remediation efforts, the organization can reduce the attack surface and the likelihood of cyber intrusion, as well as enhance the resilience and protection of the system or network. The other options are not the best recommendations for preventing cyber intrusion, although they may be helpful and complementary. Establishing a cyber response plan is a technique to prepare for and respond to a cyber incident, such as a cyber intrusion, by defining the roles, responsibilities, procedures, and resources that are needed to manage and recover from the incident. However, a cyber response plan is a reactive and contingency measure, while strengthening vulnerability remediation efforts is a proactive and preventive measure. Implementing data loss prevention (DLP) tools is a technology that tries to detect and stop sensitive data breaches, or data leakage incidents, in an organization. DLP tools can help to protect the data from being disclosed to an unauthorized person, whether it is deliberate or accidental. However, DLP tools do not prevent cyber intrusion itself, as they only focus on the data, not the system or network. Implementing network segregation is a method to divide a network into smaller segments or subnetworks, each with its own security policies and controls. Network segregation can help to isolate and contain the impact of a cyber intrusion, as well as to limit the access and movement of the attackers within the network. However, network segregation does not prevent cyber intrusion from occurring, as it does not address the vulnerabilities or flaws in the system or network. References = CRISC Review Manual, pages 164-1651; CRISC Review Questions, Answers & Explanations Manual, page 902; What Are Security Controls? - F53; Assessing Security Controls: Keystone of the Risk Management … - ISACA4

 The most important element of a successful risk awareness training program is customizing content for the audience, because this ensures that the training is relevant, engaging, and effective for the learners. Customizing content for the audience means tailoring the training materials and methods to suit the specific needs, preferences, and characteristics of the target group, such as their roles, responsibilities, knowledge, skills, attitudes, and learning styles. Customizing content for the audience can help to achieve the following benefits:

• Increase the motivation and interest of the learners, as they can see the value and applicability of the training to their work and goals.
• Enhance the comprehension and retention of the learners, as they can relate the training content to their prior knowledge and experience, and use examples and scenarios that are familiar and realistic to them.
• Improve the transfer and application of the learners, as they can practice and apply the training content to their actual work situations and challenges, and receive feedback and support that are relevant and useful to them. References = Implementing risk management training and awareness (part 1) 1

The best way for a risk practitioner to help management prioritize risk response is to assess risk against business objectives. This means comparing the level and nature of the risks with the goals and strategies of the organization, and determining which risks pose the most significant threat or opportunity to the achievement of those objectives. By assessing risk against business objectives, the risk practitioner can help management identify the most critical and relevant risks, and prioritize the risk response actions accordingly. The risk response actions should be aligned with the organization’s risk appetite, which is the amount and type of risk that the organization is willing to take in order to meet its strategic goals1. The other options are not the best ways for a risk practitioner to help management prioritize risk response, as they are either less effective or less specific than assessing risk against business objectives. Aligning business objectives to the risk profile is a way of ensuring that the organization’s objectives are realistic and achievable, given the current and potential risks that the organization faces. However, this is not the same as prioritizing risk response, as it does not indicate which risks should be addressed first or how they should be managed. Implementing an organization-specific risk taxonomy is a way of creating a common language and classification system for describing and categorizing risks. This can help improve the consistency and clarity of risk communication and reporting across the organization. However, this is not the same as prioritizing risk response, as it does not measure the likelihood and impact of the risks, or their relation to the organization’s objectives. Explaining risk details to management is a way of providing information and insight on the sources, drivers, consequences, and responses of the risks. This can help increase the awareness and understanding of the risks among the decision makers and stakeholders. However, this is not the same as prioritizing risk response, as it does not suggest or recommend the best course of action for managing the risks. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.6, Page 57.

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

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

• IT risk scenarios are hypothetical situations that describe the sources, causes, and consequences of IT-related risks, and the potential impacts on the organization’s objectives, performance, and value creation12.
• A corporate risk register is a document that records and tracks the significant risks that the organization faces, and the responses and actions that are taken to address them34.
• The greatest benefit of incorporating IT risk scenarios into the corporate risk register is that exposure is integrated into the organization’s risk profile, which is a comprehensive and integrated representation of the risks that may affect the organization’s objectives, performance, and value creation56.
• Exposure is integrated into the organization’s risk profile means that the organization has a complete and consistent view of the IT risk landscape, and the potential impacts and interdependencies of IT risks on other types of risks, such as financial, operational, strategic, or reputational risks56.
• Exposure is integrated into the organization’s risk profile also means that the organization can make informed and balanced decisions on the risk responses and actions, and allocate the appropriate resources and priorities to the IT risk management and control processes56.
• The other options are not the greatest benefit, but rather possible outcomes or consequences of incorporating IT risk scenarios into the corporate risk register. For example:
• 1: IT Risk Scenarios - Morland-Austin3
• 2: Risk Scenarios Toolkit, ISACA, 2019
• 3: Risk Register Template and Examples | Prioritize and Manage Risk1
• 4: Risk Register Examples for Cybersecurity Leaders4
• 5: Risk IT Framework, ISACA, 2009
• 6: IT Risk Management Framework, University of Toronto, 2017
• 7: Security Incident Reporting and Response, University of Toronto, 2017
• 8: Security Incident Reporting and Response, ISACA, 2019
• : Risk Appetite: Linking Strategy, Risk and Performance, ISACA, 2012
• : Risk Appetite and Tolerance, ISACA Journal, Volume 4, 2013
• : The Control Process | Principles of Management2
• : Control Management: What it is + Why It’s Essential | Adobe Workfront5

A risk register is a tool that records and tracks the risks that may affect the organization, as well as the actions that are taken or planned to manage them1. A risk register provides the best evidence that the IT risk profile is up to date, because it reflects the current and potential IT risks that the organization faces, as well as their likelihood, impact, severity, owner, status, and response2. An IT risk profile is a document that describes the types, amounts, and priority of IT risk that the organization finds acceptable and unacceptable3. An IT risk profile is developed collaboratively with various stakeholders within the organization, including business leaders, data and process owners, enterprise risk management, internal and external audit, legal, compliance, privacy, and IT risk management and security4. By maintaining and updating the risk register regularly, the organization can ensure that the IT risk profile is aligned with the changing IT risk environment, and that the IT risk management activities and performance are consistent and effective. The other options are not the best evidence that the IT risk profile is up to date, as they are either less comprehensive or less relevant than the risk register. A risk questionnaire is a tool that collects and analyzes the opinions and perceptions of the stakeholders about the risks that may affect the organization5. A risk questionnaire can help to identify and assess the risks, as well as to communicate and report on the risk status and issues. However, a risk questionnaire is not the best evidence that the IT risk profile is up to date, as it may not capture all the IT risks that the organization faces, or reflect the actual or objective level and nature of the IT risks. A management assertion is a statement or declaration made by the management about the accuracy and completeness of the information or data that they provide or report. A management assertion can help to increase the confidence and trust of the stakeholders and auditors in the information or data, as well as to demonstrate the accountability and responsibility of the management. However, a management assertion is not the best evidence that the IT risk profile is up to date, as it does not provide the details or outcomes of the IT risk management activities or performance, or verify the validity and reliability of the IT risk information or data. A compliance manual is a document that contains the policies, procedures, and standards that the organization must follow to meet the legal, regulatory, or contractual requirements that apply to its activities or operations. A compliance manual can help to ensure the quality and consistency of the organization’s compliance activities or performance, as well as to avoid or reduce the penalties or sanctions for non-compliance. However, a compliance manual is not the best evidence that the IT risk profile is up to date, as it does not address the IT risks that the organization faces, or the IT risk management activities or performance. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.5, Page 55.

 According to the CRISC Review Manual (Digital Version), the main reason to continuously monitor IT-related risk is to ensure risk levels are within acceptable limits of the organization’s risk appetite and risk tolerance. The risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives, while the risk tolerance is the acceptable variation in outcomes related to specific performance measures linked to objectives. Continuous monitoring is a process that tracks the security state of an information system on an ongoing basis and maintains the security authorization for the system over time. Continuous monitoring helps to:

• Provide ongoing assurance that the implemented security controls are operating effectively and efficiently
• Detect changes in the risk profile of the information system and the environment of operation
• Identify new or emerging threats and vulnerabilities that may affect the information system
• Support risk-based decisions by providing timely and relevant risk information to stakeholders
• Facilitate the implementation of corrective actions and risk mitigation strategies
• Promote accountability and transparency in the risk management process
• Enhance the security awareness and culture within the organization

References = CRISC Review Manual (Digital Version), Chapter 4: IT Risk Monitoring and Reporting, Section 4.1: IT Risk Monitoring, pp. 213-2141

The average time to provision user accounts is the most useful indicator to measure the efficiency of an identity and access management (IAM) process, because it reflects how quickly and smoothly the process can grant access to the appropriate users. The average time to provision user accounts can be calculated by dividing the total time spent on provisioning user accounts by the number of user accounts provisioned in a given period. A lower average time indicates a more efficient IAM process, as it means that users can access the resources they need without unnecessary delays or errors. A higher average time may indicate problems or bottlenecks in the IAM process, such as manual steps, complex workflows, lack of automation, or insufficient resources. The average time to provision user accounts can also be compared across different applications, systems, or business units to identify areas for improvement or best practices. The other options are less useful indicators to measure the efficiency of an IAM process. The number of tickets for provisioning new accounts shows the demand for the IAM process, but not how well the process meets the demand. The password reset volume per month shows the frequency of password-related issues, but not how effectively the IAM process handles them. The average account lockout time shows the impact of account lockouts on user productivity, but not how efficiently the IAM process prevents or resolves them. References = Top Identity and Access Management Metrics 

IT and business misalignment is the risk that the IT objectives, plans, and activities are not aligned with the business goals, needs, and expectations. This can result in wasted resources, missed opportunities, poor performance, and customer dissatisfaction. One of the best ways to mitigate this risk is to involve the business process owner in IT strategy. The business process owner is the person who has the authority and responsibility for a specific business process and its outcomes. By involving the business process owner in IT strategy, the organization can ensure that the IT initiatives and solutions are relevant, effective, and beneficial for the business process and its stakeholders. The business process owner can also provide valuable input, feedback, and support for the IT strategy and its implementation. The other options are not the best ways to mitigate the risk associated with IT and business misalignment, although they may be helpful and complementary. Establishing business key performance indicators (KPIs) is a technique to measure and monitor the achievement of business objectives and outcomes. However, KPIs do not necessarily ensure that the IT strategy is aligned with the business strategy or that the IT activities support the business activities. Introducing an established framework for IT architecture is a method to design and implement the IT infrastructure, systems, and services in a consistent and coherent manner. However, an IT architecture framework does not guarantee that the IT architecture is aligned with the business architecture or that the IT capabilities meet the business requirements. Establishing key risk indicators (KRIs) is a tool to monitor and communicate the level of exposure to a given risk or the potential impact of a risk. However, KRIs do not directly address the risk of IT and business misalignment or the actions needed to align them. References = CRISC Review Manual, pages 22-231; CRISC Review Questions, Answers & Explanations Manual, page 76

• An organization’s policies are the set of rules and guidelines that define the organization’s objectives, expectations, and responsibilities for its activities and operations. They provide the direction and framework for the organization’s governance, risk management, and compliance functions.
• The most important characteristic of an organization’s policies is to reflect the organization’s risk appetite, which is the amount and type of risk that the organization is willing to accept in pursuit of its goals. The risk appetite is usually expressed as a range or a threshold, and it is aligned with the organization’s strategy and culture.
• Reflecting the organization’s risk appetite in its policies ensures that the policies are consistent, appropriate, and proportional to the level and nature of the risks that the organization faces, and that they support the organization’s objectives and values. It also helps to optimize the balance between risk and return, and to create and protect value for the organization and its stakeholders.
• The other options are not the most important characteristic of an organization’s policies, because they do not address the fundamental question of whether the policies are suitable and acceptable for the organization.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 29-30, 34-35, 38-39, 44-45, 50-51, 54-55
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 148
• CRISC Practice Quiz and Exam Prep

• The risk associated with malicious functionality in outsourced application development is that the vendor may introduce unauthorized or harmful code into the enterprise’s system, which could compromise its security, integrity, or performance.
• To mitigate this risk, the enterprise should perform an in-depth code review with an expert who can verify that the code meets the specifications, standards, and quality requirements, and that it does not contain any malicious or unwanted functionality.
• A code review is a systematic examination of the source code of a software program, which can identify errors, vulnerabilities, inefficiencies, or deviations from best practices. A code review can also ensure that the code is consistent, readable, maintainable, and well-documented.
• An expert is someone who has the knowledge, skills, and experience to perform the code review effectively and efficiently. An expert may be an internal or external resource, depending on the availability, cost, and independence of the reviewer.
• A code review should be performed before the code is deployed to the production environment, and preferably at multiple stages of the development life cycle, such as design, testing, and integration.
• A code review can also be complemented by other techniques, such as automated code analysis, testing, and scanning tools, which can detect common or known issues in the code. References =
• ISACA, CRISC Review Manual, 7th Edition, 2022, p. 143
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 143

According to the CRISC Review Manual (Digital Version), the most important consideration when sharing risk management updates with executive management is ensuring relevance to organizational 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

Applying risk appetite is the most important topic to cover in a training session to communicate risk assessment methodologies. Risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. It is a key element of the risk management framework and influences the risk assessment process. Applying risk appetite helps to ensure a consistent risk view within the organization by providing a common basis for evaluating and prioritizing risks, aligning risk responses with business goals, and communicating risk information to stakeholders. The other options are not the most important topics to cover in a training session to communicate risk assessment methodologies, although they may be relevant and useful. Applying risk factors is a technique to quantify or qualify the likelihood and impact of risks based on predefined criteria or scales. Referencing risk event data is a source of information to identify and analyze risks based on historical or current incidents. Understanding risk culture is a factor that affects the risk behavior and attitude of the organization and its people. References = CRISC Review Manual, pages 40-411; CRISC Review Questions, Answers & Explanations Manual, page 612

• A risk heat map is a graphical tool that displays the results of a risk analysis in a matrix format, using colors and symbols to indicate the level and priority of the risks. A risk heat map can show the distribution and comparison of the risks based on various criteria, such as likelihood, impact, category, source, etc.
• A risk heat map is most commonly used as part of an IT risk analysis to facilitate risk assessment, which is the process of determining the significance and urgency of the risks that may affect the organization’s objectives and operations. Risk assessment involves measuring and comparing the likelihood and impact of various risk scenarios, and prioritizing them based on their magnitude and importance.
• A risk heat map can help to facilitate risk assessment by providing a visual and intuitive representation of the risk profile, and highlighting the most critical and relevant risks that need to be addressed or monitored. A risk heat map can also help to communicate and report the risk analysis results to different stakeholders, and to support the decision making and planning for the risk response and treatment.
• The other options are not the most common uses of a risk heat map as part of an IT risk analysis, because they do not address the main purpose and benefit of a risk heat map, which is to facilitate risk assessment.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 19-20, 23-24, 27-28, 31-32, 40-41, 47-48, 54-55, 58-59, 62-63
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 169
• CRISC Practice Quiz and Exam Prep

• The most appropriate time for changes to be promoted to production is after they are approved by the business owner, who is the individual or group that is accountable and responsible for the business objectives and requirements that are supported or affected by the changes. The approval by the business owner ensures that the changes are aligned and compatible with the business objectives and requirements, and that they provide the expected or desired outcomes or benefits for the business.
• The other options are not the most appropriate times for changes to be promoted to production, because they do not ensure that the changes are aligned and compatible with the business objectives and requirements, and that they provide the expected or desired outcomes or benefits for the business.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 40-41, 47-48, 54-55, 58-59, 62-63
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 194
• CRISC Practice Quiz and Exam Prep

• IT risk scenarios are hypothetical situations or occurrences that illustrate the potential impact of IT-related threats or opportunities on the organization’s objectives, performance, or value creation12.
• Business risk scenarios are hypothetical situations or occurrences that illustrate the potential impact of business-related threats or opportunities on the organization’s objectives, performance, or value creation34.
• The best way for the risk practitioner to address the concerns of the business executives who question why they have been assigned ownership of IT-related risk scenarios is to describe IT risk scenarios in terms of business risk, which is a technique that involves translating and communicating the IT risk scenarios into the language and context of the business risk scenarios, and highlighting the linkages and dependencies between them56.
• Describing IT risk scenarios in terms of business risk is the best way because it helps the business executives to understand and appreciate the relevance and importance of IT risk scenarios, and how they affect the achievement of the organization’s goals and the delivery of value to the stakeholders56.
• Describing IT risk scenarios in terms of business risk is also the best way because it helps the business executives to accept and fulfill their roles and responsibilities as the owners of IT risk scenarios, and to collaborate and coordinate with the IT team and other stakeholders in the risk management process56.
• The other options are not the best ways, but rather possible alternatives or supplements that may support or enhance the description of IT risk scenarios in terms of business risk. For example:
• 1: IT Scenario Analysis in Enterprise Risk Management - ISACA2
• 2: New Toolkit and Course From ISACA Help Practitioners Develop Risk Scenarios - ISACA1
• 3: Business Risk - Investopedia3
• 4: Business Risk: Definition, Types, Examples & How to Manage4
• 5: Risk IT Framework, ISACA, 2009
• 6: IT Risk Management Framework, University of Toronto, 2017
• 7: Executive Risk Council - ISACA5
• 8: Executive Risk Council: A Guide to Success6
• 9: IT System Downtime - ISACA7
• : IT System Downtime: Causes, Costs, and How to Prevent It8
• : IT Risk Education - ISACA9
• : IT Risk Education: A Guide to Success

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

According to the CRISC Review Manual (Digital Version), the primary goal of a risk awareness program is to reduce the risk to an acceptable level by increasing the knowledge and understanding of the risk among the stakeholders. A risk awareness program should:

• Educate the stakeholders about the sources, types and impacts of IT-related risks
• Explain the roles and responsibilities of the stakeholders in the risk management process
• Promote a risk-aware culture that supports the risk appetite and risk tolerance of the organization
• Provide guidance and tools for identifying, assessing, responding and monitoring IT-related risks
• Encourage the reporting and escalation of risk issues and incidents
• Reinforce the benefits and value of effective risk management

References = CRISC Review Manual (Digital Version), Chapter 4: IT Risk Monitoring and Reporting, Section 4.2: IT Risk Reporting, pp. 224-2251

• Key performance indicators (KPIs) are quantifiable measures of progress toward an intended result, such as a strategic objective or a desired outcome12.
• The most important factor when developing KPIs is the alignment to risk responses, which are the actions taken to address the risks that may affect the achievement of the intended result12.
• Alignment to risk responses means that the KPIs should reflect the effectiveness and efficiency of the risk responses, and provide feedback and guidance for improving the risk responses12.
• Alignment to risk responses also means that the KPIs should be consistent and compatible with the risk responses, and support the risk management process and objectives12.
• The other options are not the most important factor, but rather possible aspects or features of KPIs that may vary depending on the context and purpose of the KPIs. For example:
• 1: What is a Key Performance Indicator (KPI)? Guide & Examples - Qlik3
• 2: What is a Key Performance Indicator (KPI)? - KPI.org4

 The results of risk analyses should be presented in quantitative or qualitative terms based primarily on the requirements of management, because they are the intended audience and users of the risk information, and they have the authority and responsibility to make risk-based decisions. The requirements of management may vary depending on the purpose, scope, and context of the risk analysis, and the level of detail, accuracy, and reliability that they need. Quantitative risk analysis uses numerical data and mathematical models to estimate the probability and impact of risks, and to express the risk exposure and value in monetary or other measurable units. Qualitative risk analysis uses descriptive data and subjective judgments to assess the likelihood and severity of risks, and to rank the risks according to their relative importance or priority. Both methods have their advantages and disadvantages, and they can be used separately or together, depending on the situation and the availability of data and resources. However, the primary factor that determines the choice of the method is the requirements of management, as they are the ones who will use the risk information to support their objectives, strategies, and actions. References = Risk IT Framework, ISACA, 2022, p. 141

• A technical vulnerability is a weakness or flaw in the design or implementation of an information system or resource that can be exploited or compromised by a threat or source of harm that may affect the organization’s objectives or operations. A technical vulnerability may be caused by various factors, such as human error, system failure, process inefficiency, resource limitation, etc.
• A vulnerability assessment is a process of identifying and evaluating the technical vulnerabilities that exist or may arise in the organization’s information systems or resources, and determining their severity and impact. A vulnerability assessment can help the organization to assess and prioritize the risks, and to design and implement appropriate controls or countermeasures to mitigate or prevent the risks.
• The best response to the scenario of a recently discovered technical vulnerability being actively exploited is to conduct a vulnerability assessment, because it can help the organization to address the following questions:
• Conducting a vulnerability assessment can help the organization to improve and optimize the information system or resource quality and performance, and to reduce or eliminate the technical vulnerability. It can also help the organization to align the information system or resource with the organization’s objectives and requirements, and to comply with the organization’s policies and standards.
• The other options are not the best responses to the scenario of a recently discovered technical vulnerability being actively exploited, because they do not address the main purpose and benefit of conducting a vulnerability assessment, which is to identify and evaluate the technical vulnerability, and to determine its severity and impact.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 40-41, 47-48, 54-55, 58-59, 62-63
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 195
• CRISC Practice Quiz and Exam Prep

 The most effective way to resolve the situation and define a comprehensive risk treatment plan would be to perform a root cause analysis. A root cause analysis is a method of identifying and addressing the underlying factors or causes that led to the occurrence of a problem or incident1. In this case, the problem or incident is the malware infection that affected the organization. By performing a root cause analysis, the organization can determine how and why the malware was able to infect the systems, what vulnerabilities or weaknesses were exploited, what controls or processes failed or were missing, and what actions or decisions contributed to the situation. A root cause analysis can help the organization to prevent or reduce the recurrence of similar incidents, as well as to improve the effectiveness and efficiency of the risk management process. A root cause analysis can also help the organization to define a comprehensive risk treatment plan, which is a set of actions or measures that are taken to modify the risk, such as reducing, avoiding, transferring, or accepting the risk2. Based on the findings and recommendations of the root cause analysis, the organization can select and implement the most appropriate risk treatment option for the malware risk, as well as for any other related or emerging risks. The risk treatment plan should also include the roles and responsibilities, resources, timelines, and performance indicators for the risk treatment actions3. The other options are not the most effective ways to resolve the situation and define a comprehensive risk treatment plan, as they are either less thorough or less relevant than a root cause analysis. A gap analysis is a method of comparing the current state and the desired state of a process, system, or organization, and identifying the gaps or differences between them4. A gap analysis can help the organization to identify the areas of improvement or enhancement, as well as the opportunities or challenges for achieving the desired state. However, a gap analysis is not the most effective way to resolve the situation and define a comprehensive risk treatment plan, as it does not address the causes or consequences of the malware infection, or the actions or measures to mitigate the risk. An impact assessment is a method of estimating the potential effects or consequences of a change, decision, or action on a process, system, or organization5. An impact assessment can help the organization to evaluate the benefits and costs, as well as the risks and opportunities, of a proposed or implemented change, decision, or action. However, an impact assessment is not the most effective way to resolve the situation and define a comprehensive risk treatment plan, as it does not investigate the origin or nature of the malware infection, or the solutions or alternatives to manage the risk. A vulnerability assessment is a method of identifying and analyzing the weaknesses or flaws in a process, system, or organization that can be exploited by threats to cause harm or loss6. A vulnerability assessment can help the organization to discover and prioritize the vulnerabilities, as well as to recommend and implement the controls or measures to reduce or eliminate them. However, a vulnerability assessment is not the most effective way to resolve the situation and define a comprehensive risk treatment plan, as it does not consider the root causes or impacts of the malware infection, or the risk treatment options or plans to address the risk. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.8, Page 61.

 A rule-based data loss prevention (DLP) tool is a software solution that identifies and helps prevent unsafe or inappropriate sharing, transfer, or use of sensitive data. It can help an organization monitor and protect sensitive information across on-premises systems, cloud-based locations, and endpoint devices. It can also help an organization comply with regulations such as the Health Insurance Portability and Accountability Act (HIPAA) and General Data Protection Regulation (GDPR). A rule-based DLP tool works by comparing content to the organization’s DLP policy, which defines how the organization labels, shares, and protects data without exposing it to unauthorized users. The tool can then apply protective actions such as encryption, access restrictions, and alerts. As a result of implementing a rule-based DLP tool, the most likely change is the reduction of risk likelihood, which is the probability of a risk event occurring. By detecting and preventing data breaches, exfiltration, or unwanted destruction of sensitive data, a rule-based DLP tool can lower the chance of such incidents happening and thus decrease the risk likelihood. The other options are less likely to change as a result of implementing a rule-based DLP tool. Risk velocity is the speed at which a risk event impacts an organization, which depends on factors such as the nature of the threat, the response time, and the recovery process. Risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives, which depends on factors such as the organization’s culture, strategy, and stakeholder expectations. Risk impact is the potential loss or damage that a risk event can cause to an organization, which depends on factors such as the severity of the incident, the extent of the exposure, and the resilience of the organization. While a rule-based DLP tool may have some influence on these factors, it is not the primary driver of change for them. References = Risk IT Framework, ISACA, 2022, p. 13

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

• Key risk indicators (KRIs) are metrics that help organizations monitor and evaluate the level of risk they are exposed to. They provide early warning signals of potential issues that could affect the achievement of organizational goals12.
• The most important data source for monitoring KRIs is automated logs collected from different systems, which are records that capture and store the details and history of the transactions or activities that are performed by the organization’s processes, systems, or controls34.
• Automated logs collected from different systems are the most important data source because they provide timely and accurate data and information on the performance and status of the organization’s operations, and enable the detection and reporting of any deviations, anomalies, or issues that may indicate a risk event34.
• Automated logs collected from different systems are also the most important data source because they support the accountability and auditability of the organization’s operations, and facilitate the investigation and resolution of any risk event34.
• The other options are not the most important data sources, but rather possible inputs or factors that may influence or affect the KRIs. For example:
• 1: Key Risk Indicators: A Practical Guide | SafetyCulture1
• 2: Key risk indicator - Wikipedia2
• 3: Database Activity Monitoring - Wikipedia3
• 4: Database Activity Monitoring (DAM) | Imperva4
• 5: Regulatory Compliance - Wikipedia5
• : Regulatory Compliance Management Software | MetricStream
• : IT Audit and Assurance Standards, ISACA, 2014
• : IT Audit and Assurance Guidelines, ISACA, 2014
• : Trend Analysis - Investopedia
• : Trend Analysis: A Definition and Examples

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

According to the CRISC Review Manual (Digital Version), risk management strategies are primarily adopted to achieve acceptable residual risk levels, which are the remaining risk levels after implementing risk response actions. Residual risk levels should be aligned with the organization’s risk appetite and risk tolerance, which are the amount and type of risk that the organization is willing to accept in pursuit of its objectives and the acceptable variation in outcomes related to specific performance measures linked to objectives. Risk management strategies are the approaches or methods used to address risks, such as avoidance, mitigation, transfer, sharing, or acceptance. Risk management strategies should be based on a cost-benefit analysis of the alternatives available and the value of the assets at risk.

References = CRISC Review Manual (Digital Version), Chapter 3: IT Risk Response, Section 3.3: Risk Response Options, pp. 166-1691

• A risk response action plan is a document that outlines the specific tasks, resources, timelines, and deliverables for the risk responses, which 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 useful tool when measuring the progress of a risk response action plan is an up-to-date risk register, which is a document that records and tracks the significant risks that the organization faces, and the responses and actions that are taken to address them34.
• An up-to-date risk register is the most useful tool because it provides a comprehensive and consistent view of the risk landscape, and the status and performance of the risk responses and actions34.
• An up-to-date risk register is also the most useful tool because it enables the monitoring and evaluation of the risk response action plan, and the identification and communication of any issues or gaps that need to be resolved or improved34.
• The other options are not the most useful tools, but rather possible metrics or indicators that may be used to measure the progress of a risk response action plan. For example:
• 1: Risk Response Plan in Project Management: Key Strategies & Tips1
• 2: How to Create the Ultimate Risk Response Plan | Wrike2
• 3: Risk Register Template and Examples | Prioritize and Manage Risk3
• 4: Risk Register Examples for Cybersecurity Leaders4
• 5: Risk Scenarios Toolkit, ISACA, 2019
• 6: Risk Scenarios Starter Pack, ISACA, 2019
• 7: Annualized Loss Expectancy (ALE) - Definition and Examples5
• 8: Annualized Loss Expectancy (ALE) Calculator6
• : Project Budgeting: How to Estimate Costs and Manage Budgets7
• : Project Budget Template - Download Free Excel Template8

Risk mitigation procedures are the actions and plans that an organization implements to reduce the likelihood and impact of identified risks. Risk mitigation procedures should include the deployment of counter measures, which are the specific controls or solutions that address the root causes or sources of the risks, and prevent or minimize the potential losses or damages. For example, a counter measure for the risk of data breach could be encrypting the data or implementing a firewall. The deployment of counter measures should be based on a cost-benefit analysis, a risk assessment, and a risk response strategy. The other options are not necessarily part of risk mitigation procedures. Buying an insurance policy is an example of risk transfer, which is a risk response strategy that shifts the responsibility or burden of the risk to another party, such as an insurer or a vendor. However, risk transfer does not eliminate or reduce the risk itself, and it may involve additional costs or conditions. Acceptance of exposures is an example of risk acceptance, which is a risk response strategy that acknowledges the existence and consequences of the risk, and decides not to take any action to change the risk situation. However, risk acceptance does not mitigate the risk, and it may require contingency plans or reserves to deal with the potential outcomes. Enterprise architecture implementation is an example of a business process or project that may involve or create risks, but it is not a risk mitigation procedure itself. Enterprise architecture is the design and structure of an organization’s IT systems, networks, and resources, and how they align with the organization’s goals and strategies. Enterprise architecture implementation may require risk management activities, such as risk identification, assessment, and response, but it is not a risk mitigation procedure itself. References = Risk IT Framework, ISACA, 2022, p. 151

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

The most important benefit of key risk indicators (KRIs) is providing an early warning to take proactive actions, because this helps organizations to prevent or mitigate potential risks that may impact their operations, objectives, or performance. KRIs are specific metrics that measure the level and impact of risks, and provide timely signals that something may be going wrong or needs urgent attention. By monitoring and analyzing KRIs, organizations can identify and assess emerging or existing risks, and initiate appropriate risk responses before the risks escalate into significant issues. This can enhance the organization’s resilience, competitiveness, and value creation. The other options are less important benefits of KRIs. Assisting in continually optimizing risk governance is a benefit of KRIs, but it is not the most important one. Risk governance is the framework and process that defines how an organization manages its risks, including the roles, responsibilities, policies, and standards. KRIs can help to evaluate and improve the effectiveness and efficiency of risk governance, but they are not the only factor that influences it. Enabling the documentation and analysis of trends is a benefit of KRIs, but it is not the most important one. Documenting and analyzing trends can help organizations to understand the patterns, causes, and consequences of risks, and to learn from their experiences. However, this benefit is more relevant for historical or retrospective analysis, rather than for proactive action. Ensuring compliance with regulatory requirements is a benefit of KRIs, but it is not the most important one. Compliance is the adherence to the laws, regulations, and standards that apply to an organization’s activities and operations. KRIs can help to monitor and demonstrate compliance, but they are not the only tool or objective for doing so. References = Why Key Risk Indicators Are Important for Risk Management 1

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

 The primary consideration when implementing controls for monitoring user activity logs is ensuring that the control is proportional to the risk, because this helps to optimize the balance between the benefits and costs of the control, and to avoid over- or under-controlling the risk. User activity logs are records of the actions or events performed by users on IT systems, networks, or resources, such as accessing, modifying, or transferring data or files. Monitoring user activity logs can help to detect and prevent potential threats, such as unauthorized access, data leakage, or malicious activity, and to support the investigation and remediation of incidents. However, monitoring user activity logs also involves certain costs and challenges, such as collecting, storing, analyzing, and reporting large amounts of log data, ensuring the accuracy, completeness, and timeliness of the log data, protecting the privacy and security of the log data, and complying with the relevant laws and regulations. Therefore, when implementing controls for monitoring user activity logs, the organization should consider the level and impact of the risk that the control is intended to address, and the value and effectiveness of the control in reducing the risk exposure and impact. The organization should also consider the costs and feasibility of implementing and maintaining the control, and the potential negative consequences or side effects of the control, such as performance degradation, user dissatisfaction, or legal liability. By ensuring that the control is proportional to the risk, the organization can achieve the optimal level of risk management, and avoid wasting resources or creating new risks. References = Risk IT Framework, ISACA, 2022, p. 151

• IT control self-assessments are techniques that involve identifying and evaluating the effectiveness and efficiency of the IT controls that are designed and implemented to mitigate the IT risks, by the managers and staff within the organization12.
• An ineffective control is a control that does not achieve its intended objective or purpose, or does not operate as designed or expected34.
• A low residual risk scenario is a situation or occurrence that has a low likelihood and impact of affecting the organization’s objectives, performance, or value creation, after considering the existing controls and their effectiveness56.
• The next course of action when reviewing management’s IT control self-assessments and noting an ineffective control that links to several low residual risk scenarios is to recommend management accept the low-risk scenarios, which is a risk response strategy that involves acknowledging and tolerating the level of risk exposure, and not taking any further action to reduce or eliminate it78.
• Recommending management accept the low-risk scenarios is the next course of action because it is the most cost-effective and reasonable option, given that the level of risk exposure is low and acceptable, and the cost and effort of implementing or improving the control may outweigh the potential benefits or value78.
• Recommending management accept the low-risk scenarios is also the next course of action because it is consistent with the risk management process and objectives, which are to identify and address the risks that may affect the achievement of the organization’s goals and the delivery of value to the stakeholders, and to optimize the balance between risk and reward78.
• The other options are not the next course of action, but rather possible alternatives or steps that may be considered or followed in different circumstances or scenarios. For example:
• 1: Control Self Assessments - PwC1
• 2: Control self-assessment - Wikipedia2
• 3: Ineffective Controls: What They Are and How to Identify Them3
• 4: Ineffective Controls: What They Are and How to Identify Them4
• 5: Residual Risk - Definition and Examples5
• 6: Residual Risk: Definition, Formula & Management6
• 7: Risk IT Framework, ISACA, 2009
• 8: IT Risk Management Framework, University of Toronto, 2017

The best way to ensure that identified risk scenarios are addressed is to review the implementation of the risk response. The risk response is the action or plan that is taken to reduce, avoid, transfer, or accept the risk, depending on the chosen risk treatment option1. Reviewing the implementation of the risk response means checking whether the risk response actions are executed as planned, whether they are effective and efficient in mitigating the risk, and whether they are aligned with the organization’s objectives and risk appetite2. Reviewing the implementation of the risk response helps to monitor and control the risk, identify any gaps or issues, and make any necessary adjustments or improvements. The other options are not the best ways to ensure that identified risk scenarios are addressed, as they are either less comprehensive or less specific than reviewing the implementation of the risk response. Creating a separate risk register for key business units is a way of documenting and tracking the risks that affect different parts of the organization. However, this is not the same as addressing the risk scenarios, as it does not indicate how the risks are treated or resolved. Performing real-time monitoring of threats is a way of detecting and responding to any changes or events that may increase the likelihood or impact of the risks. However, this is not the same as addressing the risk scenarios, as it does not measure the effectiveness or efficiency of the risk response actions. Performing regular risk control self-assessments is a way of evaluating and testing the design and operation of the controls that are implemented to mitigate the risks. However, this is not the same as addressing the risk scenarios, as it does not cover the other aspects of the risk response, such as risk avoidance, transfer, or acceptance. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.7, Page 59.

• An organization’s account provisioning process is the process of creating, modifying, or deleting user accounts and access rights for the organization’s information systems and resources. It involves defining the access requirements, policies, and standards, and implementing and enforcing them across the organization.
• The best evidence of the effectiveness of an organization’s account provisioning process is entitlement reviews, which are the periodic or regular reviews and validations of the user accounts and access rights that are granted or assigned to the users or entities that interact with the organization’s information systems and resources. Entitlement reviews can provide assurance and verification that the account provisioning process is accurate, consistent, and compliant, and that it meets the organization’s security and business objectives and requirements.
• Entitlement reviews can be performed using various techniques, such as automated tools, reports, audits, surveys, etc. Entitlement reviews can also be integrated with the organization’s governance, risk management, and compliance functions, and aligned with the organization’s policies and standards.
• The other options are not the best evidence of the effectiveness of an organization’s account provisioning process, because they do not provide the same level of assurance and verification that the account provisioning process is accurate, consistent, and compliant, and that it meets the organization’s security and business objectives and requirements.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 40-41, 47-48, 54-55, 58-59, 62-63
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 173
• CRISC Practice Quiz and Exam Prep

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

• Confirm that the controls are operating as intended and producing the desired outcomes
• Detect any deviations, errors, or weaknesses in the controls and their performance
• Evaluate the adequacy and appropriateness of the controls in relation to the current risk environment and the organization’s risk appetite and risk tolerance
• Recommend and implement corrective actions or improvement measures to address any issues or deficiencies in the controls
• Update the risk register and the risk treatment plan to reflect the current risk status and the residual risk levels

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

• Events exceeding risk thresholds are situations or occurrences that result in the actual level of risk exceeding the acceptable or tolerable level of risk, as defined by the organization’s risk appetite, criteria, and objectives12.
• The most effective way to enable a business operations manager to identify events exceeding risk thresholds is to implement continuous monitoring, which is a process that involves collecting and analyzing data and information on the performance and status of the business processes, systems, and controls, and detecting and reporting any deviations, anomalies, or issues that may indicate a risk event34.
• Continuous monitoring is the most effective way because it provides timely and accurate visibility and insight into the risk landscape, and enables the business operations manager to identify and respond to the events exceeding risk thresholds before they escalate or cause significant harm or damage to the organization34.
• Continuous monitoring is also the most effective way because it supports the risk management process and objectives, which are to identify and address the risks that may affect the achievement of the organization’s goals and the delivery of value to the stakeholders34.
• The other options are not the most effective ways, but rather possible tools or techniques that may complement or enhance the continuous monitoring. For example:
• 1: Risk IT Framework, ISACA, 2009
• 2: IT Risk Management Framework, University of Toronto, 2017
• 3: Continuous Monitoring - ISACA1
• 4: Continuous Monitoring: A New Approach to Risk Management - ISACA Journal2
• 5: Risk and control self-assessment - KPMG Global3
• 6: Control Self Assessments - PwC4
• 7: Transaction Log - Wikipedia5
• 8: Transaction Logging - IBM6
• : Benchmarking - Wikipedia7
• : Benchmarking: Definition, Types, Process, Advantages & Examples

The most important characteristic of an effective risk management program is that risk ownership is assigned. Risk ownership is the accountability and authority to manage a risk1. Assigning risk ownership means identifying and assigning the person or entity who is responsible for evaluating, treating, monitoring, and reporting on a specific risk2. Assigning risk ownership is essential for ensuring that the risk management program works effectively and efficiently, as it helps to:

• Clarify the roles and responsibilities of the different functions or groups involved in risk management and internal control;
• Ensure that the risks are managed in accordance with the organization’s objectives, strategies, and risk appetite;
• Provide guidance and support to the risk owners in identifying, assessing, and mitigating the risks;
• Monitor and evaluate the performance and effectiveness of the risk owners and the risk response actions;
• Communicate and report on the risk status and issues to the relevant stakeholders and authorities. The other options are not the most important characteristic of an effective risk management program, as they are either less relevant or less specific than assigning risk ownership. Risk response plans are documented. This option is a consequence or outcome of an effective risk management program, not a characteristic of it. Risk response plans are the actions or measures that are taken to modify the risk, such as reducing, avoiding, transferring, or accepting the risk3. Documenting risk response plans means recording and maintaining the details and outcomes of the risk response actions, such as the objectives, scope, resources, timelines, performance indicators, and results4. Documenting risk response plans can help to improve the consistency and transparency of the risk management process, as well as to support the monitoring and evaluation of the risk response actions. However, documenting risk response plans is not the most important characteristic of an effective risk management program, as it does not address the accountability and authority for managing the risk. Controls are mapped to key risk scenarios. This option is a specific or narrow example of an effective risk management program, not a general or broad characteristic of it. Controls are the measures or actions that are taken to reduce the likelihood or impact of a risk, or to increase the likelihood or impact of an opportunity5. Mapping controls to key risk scenarios means linking the controls to the specific situations or events that may affect the organization’s objectives, operations, or performance6. Mapping controls to key risk scenarios can help to enhance the design and implementation of the controls, as well as to evaluate the effectiveness and efficiency of the controls in mitigating the risk. However, mapping controls to key risk scenarios is not the most important characteristic of an effective risk management program, as it does not cover the other aspects of risk management, such as risk identification, assessment, treatment, and monitoring. Key risk indicators are defined. This option is a component or element of an effective risk management program, not a characteristic of it. Key risk indicators are the metrics that measure the level and trend of a risk that may affect the organization’s objectives, operations, or performance7. Defining key risk indicators means establishing and maintaining the criteria and methods for measuring and reporting on the risk8. Defining key risk indicators can help to enhance the risk identification, assessment, and reporting processes, as well as to support the risk decision making and prioritization. However, defining key risk indicators is not the most important characteristic of an effective risk management program, as it does not indicate the accountability and authority for managing the risk. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.1.1, Page 85.

The primary input when designing IT controls should be internal and external risk reports. IT controls are specific activities performed by persons or systems to ensure that business objectives are met, and that the confidentiality, integrity, and availability of data and the overall management of the IT function are ensured1. Designing IT controls means creating and implementing the appropriate measures or actions to reduce the likelihood or impact of the IT risks that may affect the organization2. Internal and external risk reports are documents that provide information and analysis on the current and potential IT risks that the organization faces, as well as their sources, drivers, consequences, and responses3. Internal risk reports are generated by the organization itself, such as by the IT risk management function, the internal audit function, or the business units. External risk reports are obtained from external sources, such as regulators, industry associations, or third-party service providers. Internal and external risk reports are the primary input when designing IT controls, because they help to:

• Identify and prioritize the IT risks that need to be addressed by the IT controls;
• Evaluate the likelihood and impact of the IT risks, and compare them against the organization’s risk appetite and tolerance;
• Determine the most suitable and effective IT control objectives and activities to mitigate the IT risks;
• Align the IT control design and implementation with the organization’s objectives, strategies, and values;
• Monitor and measure the performance and effectiveness of the IT controls in reducing the IT risks. The other options are not the primary input when designing IT controls, as they are either less relevant or less specific than internal and external risk reports. Benchmark of industry standards is a comparison of the organization’s IT control practices and performance with those of other organizations in the same industry or sector4. Benchmark of industry standards can help to improve the quality and consistency of the IT control design and implementation, as well as to identify the best practices and gaps. However, benchmark of industry standards is not the primary input when designing IT controls, as it does not address the specific IT risks that the organization faces, or the IT control objectives and activities that are appropriate and effective for the organization. Recommendations from IT risk experts are the suggestions or advice from the professionals or specialists who have the knowledge and experience in IT risk management and IT control design and implementation5. Recommendations from IT risk experts can help to enhance the IT control design and implementation, as well as to provide guidance and support to the organization. However, recommendations from IT risk experts are not the primary input when designing IT controls, as they are based on the opinions and perceptions of the experts, and may not reflect the actual or objective level and nature of the IT risks, or the IT control objectives and activities that are suitable and efficient for the organization. Outcome of control self-assessments is the result or conclusion of the evaluation and testing of the design and operation of the existing IT controls by the organization itself, such as by the IT control owners, the IT risk management function, or the business units6. Outcome of control self-assessments can help to improve the IT control design and implementation, as well as to detect and correct any issues or deficiencies. However, outcome of control self-assessments is not the primary input when designing IT controls, as it does not cover the new or emerging IT risks that the organization may face, or the IT control objectives and activities that are relevant and necessary for the organization. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.2.1, Page 189.

 A risk register is a tool that records and tracks the risks that may affect a project, as well as the actions that are taken or planned to manage them1. A risk register should include information such as the risk description, category, source, impact, likelihood, severity, owner, status, and response2. Among these, the most important information to capture in the risk register is the action plans to address risk scenarios requiring treatment. This is because the action plans are the specific steps that are taken to reduce, avoid, transfer, or accept the risks, depending on the chosen risk treatment option3. The action plans should be clear, realistic, measurable, and aligned with the project objectives and constraints4. The action plans should also be monitored and updated regularly to ensure that they are effective and appropriate for the changing risk environment5. The action plans are essential for managing the risks and ensuring the successful delivery of the project. The other options are not the most important information to capture in the risk register, as they are either less relevant or less actionable than the action plans. The team that performed the risk assessment is the group of people who identified, analyzed, and evaluated the risks, using various tools and techniques6. While this information may be useful for accountability and communication purposes, it is not as important as the action plans, as it does not indicate how the risks are treated or resolved. The assigned risk manager to provide oversight is the person who has the responsibility and authority to oversee the risk management process and ensure that the risks are properly identified, assessed, treated, and reported. While this information may be useful for governance and coordination purposes, it is not as important as the action plans, as it does not specify what actions are taken or planned to manage the risks. The methodology used to perform the risk assessment is the approach or framework that is used to identify, analyze, and evaluate the risks, based on the project context, scope, and objectives. While this information may be useful for consistency and transparency purposes, it is not as important as the action plans, as it does not describe how the risks are addressed or mitigated. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.5, Page 55.

According to the CRISC Review Manual (Digital Version), the next course of action when there is a gap between the acceptable downtime and the actual recovery time of an application is to prepare a cost-benefit analysis of alternatives available to reduce the gap. The cost-benefit analysis should compare the costs of implementing different risk response options, such as avoidance, mitigation, transfer or acceptance, with the benefits of reducing the impact and likelihood of the risk. The cost-benefit analysis should also consider the alignment of the risk response options with the enterprise’s risk appetite, business objectives and strategy. The cost-benefit analysis should help the application owner and the risk owner to select the most appropriate risk response option that optimizes the value of the application and minimizes the residual risk.

References = CRISC Review Manual (Digital Version), Chapter 3: IT Risk Response, Section 3.2: Risk Response Process, pp. 162-1631

A key performance indicator (KPI) is a measurable value that demonstrates how effectively an organization is achieving its objectives. In the context of disaster recovery planning (DRP), a KPI should reflect the ability of the organization to recover its critical business processes and applications within the predefined time frames and service levels. One of the most important KPIs for DRP is the percentage of applications that met the recovery time objective (RTO) during DRP testing. The RTO is the maximum acceptable length of time that a business process or application can be down after a disaster. By measuring the percentage of applications that met the RTO during DRP testing, the organization can evaluate the performance and reliability of its DRP, identify any gaps or weaknesses, and implement corrective actions to improve its readiness and resilience. The other options are not the best KPIs for DRP, as they do not directly measure the effectiveness of the recovery process. The number of users that participated in the DRP testing is a measure of the involvement and awareness of the staff, but not of the outcome of the testing. The number of issues identified during DRP testing is a measure of the quality and completeness of the DRP, but not of the actual recovery time. The percentage of issues resolved as a result of DRP testing is a measure of the improvement and maturity of the DRP, but not of the current recovery capability. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.2.3.3, Page 138.

A primary benefit of engaging the risk owner during the risk assessment process is prioritization of risk action plans across departments, because this helps to ensure that the most critical and relevant risks are addressed first, and that the resources and efforts are allocated and coordinated efficiently and effectively. A risk owner is the person or group who is responsible for the day-to-day management and mitigation of a specific risk, and who has the authority and accountability to make risk-related decisions. A risk assessment is the process of identifying, analyzing, and evaluating the risks that may affect the organization’s objectives, performance, or value. A risk action plan is the set of actions and tasks that are designed and implemented to reduce the likelihood and impact of a risk, or to exploit the opportunities that a risk may create. By engaging the risk owner during the risk assessment process, the organization can benefit from the following advantages:

• The risk owner can provide valuable input and feedback on the risk identification, analysis, and evaluation, based on their knowledge, experience, and perspective of the risk and its context.
• The risk owner can help to develop and implement the risk action plan, based on their understanding of the risk objectives, expectations, and outcomes, and their ability to influence and control the risk factors and sources.
• The risk owner can help to prioritize the risk action plan, based on their assessment of the risk severity, urgency, and importance, and their consideration of the costs, benefits, and feasibility of the risk actions.
• The risk owner can help to coordinate the risk action plan across departments, by communicating and collaborating with other risk owners, stakeholders, and resources, and by aligning and integrating the risk actions with the organization’s strategy, processes, and culture. References = Risk Owners — What Do They Do1

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

A change management process is a set of procedures and activities that aim to ensure that changes in an organization’s IT systems and services are implemented in a controlled and coordinated manner. The effectiveness of a change management process can be measured by how well it reduces the risks and costs associated with changes, and how well it supports the business objectives and customer expectations. One of the best metrics to demonstrate the effectiveness of a change management process is the percent of unauthorized changes. Unauthorized changes are changes that are made without following the established change management process, such as obtaining approval, documenting the change, testing the change, and communicating the change. Unauthorized changes can introduce errors, defects, security breaches, and disruptions to the IT systems and services, and can negatively affect the business performance and customer satisfaction. Therefore, a low percent of unauthorized changes indicates that the change management process is effective in ensuring that changes are properly planned, approved, executed, and monitored. The other options are not the best metrics to demonstrate the effectiveness of a change management process, as they do not directly reflect the quality and control of the changes. An increase in the frequency of changes may indicate that the organization is agile and responsive to the changing business needs and customer demands, but it does not necessarily mean that the changes are well-managed and beneficial. An increase in the number of emergency changes may indicate that the organization is able to handle urgent and critical situations, but it may also suggest that the organization is reactive and lacks proper planning and analysis of the changes. The average time to complete changes may indicate the efficiency and speed of the change management process, but it does not measure the effectiveness and value of the changes. References = CRISC Review Manual, pages 156-1571; CRISC Review Questions, Answers & Explanations Manual, page 712

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

The most critical factor when designing controls is the involvement of the process owner, who is the person responsible for the performance and outcomes of a business process. The process owner has the best knowledge and understanding of the process objectives, activities, inputs, outputs, resources, and risks. The process owner can provide valuable input and feedback on the design of controls that are relevant, effective, efficient, and aligned with the process goals. The process owner can also ensure that the controls are implemented, monitored, and improved as needed. The involvement of the process owner can also increase the acceptance and ownership of the controls by the process participants and stakeholders. The other options are less critical when designing controls. The involvement of internal audit can provide assurance and advice on the adequacy and effectiveness of the controls, but internal audit is not responsible for the design or implementation of the controls. The quantitative impact of the risk can help to prioritize and justify the controls, but it is not sufficient to determine the appropriate type and level of controls. The identification of key risk indicators can help to monitor and measure the risk and the performance of the controls, but it is not the main driver of the control design. References = Risk IT Framework, ISACA, 2022, p. 181

A risk map, also known as a risk heat map, is a visual tool that helps an enterprise prioritize risk scenarios by plotting them on a matrix based on their likelihood and impact. A risk map can help to compare and contrast different risk scenarios, as well as to identify the most critical and urgent risks that require attention. A risk map can also help to communicate and report the risk profile and status to the stakeholders and decision makers. Therefore, the placement on the risk map would best help an enterprise prioritize risk scenarios. The other options are not the best ways to help an enterprise prioritize risk scenarios, although they may be relevant and useful. Industry best practices are the standards or guidelines that are widely accepted and followed by the organizations in a specific industry or domain. Industry best practices can help to benchmark and improve the risk management process and performance, but they may not reflect the specific risk context and needs of the enterprise. Degree of variances in the risk is the measure of the variability or uncertainty of the risk, which may affect the accuracy or reliability of the risk assessment and response. Degree of variances in the risk can help to adjust and refine the risk analysis and treatment, but it may not indicate the priority or importance of the risk. Cost of risk mitigation is the amount of resources or expenses that are required or allocated to implement the risk response actions, such as avoiding, transferring, mitigating, or accepting the risk. Cost of risk mitigation can help to evaluate and optimize the risk response options, but it may not determine the priority or urgency of the risk. References = CRISC Review Manual, pages 38-391; CRISC Review Questions, Answers & Explanations Manual, page 892

According to the CRISC Review Manual (Digital Version), establishing an organizational code of conduct is an example of a directive control, which is a type of control that guides or steers the behavior of individuals or processes to achieve desired outcomes. A directive control aims to influence or encourage compliance with the organization’s policies, standards, procedures, and guidelines. A directive control can also communicate the organization’s values, ethics, and expectations to its stakeholders. A directive control can take various forms, such as:

• Codes of conduct or ethics
• Policies or manuals
• Training or awareness programs
• Job descriptions or roles and responsibilities
• Performance appraisals or incentives
• Supervision or oversight

References = CRISC Review Manual (Digital Version), Chapter 2: IT Risk Assessment, Section 2.4: IT Risk Scenarios, pp. 105-1061

 IT risk assessments can best be used by management as input for decision-making, because they provide valuable information about the current and potential risks facing the organization’s IT systems, networks, and data, and their impact on the organization’s objectives and performance. IT risk assessments can help management to identify and prioritize the most critical and relevant risks, and to evaluate and select the most appropriate and effective risk responses. IT risk assessments can also help management to allocate and optimize the resources and budget for IT risk management, and to communicate and report the risk status and performance to the senior management, the board of directors, and other stakeholders. IT risk assessments can support management in making informed and balanced decisions that consider both the opportunities and the threats of IT-related activities and investments. References = Complete Guide to IT Risk Management 1

The primary objective of testing the effectiveness of a new control before implementation is to ensure that risk is mitigated by the control. A control is a measure or action that is taken to reduce the likelihood or impact of a risk, or to increase the likelihood or impact of an opportunity1. Testing the effectiveness of a new control before implementation means verifying whether the control can achieve its intended purpose and objective, and whether it can address the risk adequately and appropriately2. Testing the effectiveness of a new control before implementation helps to avoid wasting resources, time, and effort on implementing a control that is ineffective, inefficient, or unsuitable for the risk scenario. It also helps to ensure that the control does not introduce new or unintended risks, or adversely affect other controls or processes3. The other options are not the primary objective of testing the effectiveness of a new control before implementation, as they are either less relevant or less specific than ensuring that risk is mitigated by the control. Measuring efficiency of the control process is a secondary objective of testing the effectiveness of a new control before implementation. Efficiency refers to the optimal use of resources to achieve the desired outcome4. Measuring efficiency of the control process means evaluating whether the control can achieve its objective with the least amount of cost, time, and effort. Measuring efficiency of the control process helps to optimize the performance and value of the control, but it is not the main reason for testing the effectiveness of a new control before implementation. Confirming control alignment with business objectives is a tertiary objective of testing the effectiveness of a new control before implementation. Alignment refers to the consistency and coherence of the control with the goals and strategies of the organization5. Confirming control alignment with business objectives means ensuring that the control supports and enables the achievement of the organization’s mission, vision, and values. Confirming control alignment with business objectives helps to integrate the control with the organization’s culture and governance, but it is not the primary reason for testing the effectiveness of a new control before implementation. Complying with the organization’s policy is a quaternary objective of testing the effectiveness of a new control before implementation. Policy refers to the set of principles and rules that guide the organization’s decisions and actions6. Complying with the organization’s policy means adhering to the standards and requirements that the organization has established for implementing and operating controls. Complying with the organization’s policy helps to ensure the quality and consistency of the control, but it is not the main objective of testing the effectiveness of a new control before implementation. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.8, Page 61.

• Control processes are the procedures and activities that aim to ensure the effectiveness and efficiency of the organization’s operations, the reliability of its information, and the compliance with its policies and regulations12.
• The ongoing efficiency of control processes is the degree to which the control processes achieve their intended results with minimum resources, costs, or waste34.
• The best way to determine the ongoing efficiency of control processes is to analyze key performance indicators (KPIs), which are quantifiable measures of progress toward an intended result, such as a strategic objective or a desired outcome56.
• Analyzing KPIs is the best way because it provides a systematic and consistent method of evaluating the performance of the control processes, and identifying the areas of improvement or optimization56.
• Analyzing KPIs is also the best way because it enables the organization to monitor and report the efficiency of the control processes to the relevant stakeholders, and to take corrective or preventive actions when necessary56.
• The other options are not the best way, but rather possible sources of information or inputs that may support or complement the analysis of KPIs. For example:
• 1: Risk IT Framework, ISACA, 2009
• 2: IT Risk Management Framework, University of Toronto, 2017
• 3: The Control Process | Principles of Management4
• 4: Control Management: What it is + Why It’s Essential | Adobe Workfront5
• 5: What is a Key Performance Indicator (KPI)? Guide & Examples - Qlik1
• 6: What is a Key Performance Indicator (KPI)? - KPI.org2

A threat risk assessment will best quantify the risk associated with malicious users in an organization, because it focuses on identifying and evaluating the potential sources of harm or damage to the organization’s assets, such as data, systems, or networks. A malicious user is a person who intentionally and unauthorizedly accesses, modifies, destroys, or steals the organization’s information or resources, for personal gain, revenge, espionage, or sabotage. A threat risk assessment can help the organization to estimate the likelihood and impact of malicious user attacks, based on factors such as the user’s motivation, capability, opportunity, and access level. A threat risk assessment can also help the organization to determine the appropriate risk response strategies, such as prevention, detection, mitigation, or transfer, to reduce the risk exposure and impact of malicious user attacks. References = Risk IT Framework, ISACA, 2022, p. 141

• A business continuity plan (BCP) is a document that describes the procedures and actions that an organization will take to ensure the continuity of its critical functions and operations in the event of a disruption or disaster12.
• Testing a business continuity plan is a method of evaluating the effectiveness and readiness of the BCP, and identifying and addressing any gaps or weaknesses in the plan34.
• The most cost-effective way to test a business continuity plan is to conduct a tabletop exercise, which is a type of simulation that involves gathering the key stakeholders and participants of the BCP, and discussing and reviewing the roles, responsibilities, and actions that they will take in response to a hypothetical scenario of a disruption or disaster56.
• A tabletop exercise is the most cost-effective way because it requires minimal resources and time, and can be conducted in a regular meeting room or online platform56.
• A tabletop exercise is also the most cost-effective way because it provides a high-level overview and assessment of the BCP, and can identify and address the major issues or challenges that may arise in the implementation of the plan56.
• The other options are not the most cost-effective ways, but rather possible alternatives or supplements that may have different levels of complexity or cost. For example:
• 1: Business Continuity Plan (BCP) Definition1
• 2: Business Continuity Planning - Ready.gov2
• 3: Testing, testing: how to test your business continuity plan4
• 4: Comprehensive Guide to Business Continuity Testing | Agility5
• 5: How to Conduct a Tabletop Exercise for Business Continuity3
• 6: Tabletop Exercises: A Guide to Success6
• 7: How to Conduct Testing of a Business Continuity Plan7
• 8: Business Continuity Plan Testing: Interviewing Techniques8
• : Disaster Recovery Testing: A Step-by-Step Guide
• : Disaster Recovery Testing Scenarios: A Guide to Success
• : Functional Exercises: A Guide to Success
• : Functional Exercise Toolkit

• 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.
• 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

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

 Strong authentication is the most effective measure against external threats to an organization’s confidential information. Confidential information is any data or information that is sensitive, proprietary, or valuable to the organization, and that should not be disclosed to unauthorized parties1. External threats are malicious actors outside the organization who attempt to gain unauthorized access to the organization’s networks, systems, and data, using various methods such as malware, hacking, or social engineering2. Strong authentication is a method of verifying the identity and legitimacy of a user or device before granting access to the organization’s resources or data3. Strong authentication typically involves the use of multiple factors or methods of authentication, such as passwords, tokens, biometrics, or certificates4. Strong authentication can prevent or reduce the risk of external threats to the organization’s confidential information, by making it more difficult and costly for the attackers to compromise the credentials or devices of the authorized users, and by limiting the access to the data or resources that are relevant and necessary for the users’ roles and responsibilities5. The other options are not the most effective measures against external threats to the organization’s confidential information, as they are either less secure or less relevant than strong authentication. Single sign-on is a method of allowing a user to access multiple systems or applications with a single set of credentials, without having to log in separately for each system or application6. Single sign-on can improve the user experience and convenience, as well as reduce the administrative burden and cost of managing multiple accounts and passwords. However, single sign-on is not the most effective measure against external threats to the organization’s confidential information, as it can also increase the risk of credential compromise or misuse, and create a single point of failure or attack for the attackers to access multiple systems or data. Data integrity checking is a method of ensuring that the data or information is accurate, complete, and consistent, and that it has not been altered or corrupted by unauthorized parties or processes. Data integrity checking can involve the use of techniques such as checksums, hashes, digital signatures, or encryption. Data integrity checking can enhance the quality and reliability of the data or information, as well as detect and prevent any unauthorized or malicious changes or tampering. However, data integrity checking is not the most effective measure against external threats to the organization’s confidential information, as it does not prevent or reduce the risk of data theft or leakage, and it does not verify the identity or legitimacy of the users or devices accessing the data. Intrusion detection system is a system that monitors the network or system activities and events, and detects and alerts any suspicious or malicious behaviors or anomalies that may indicate an attempted or successful breach or attack. Intrusion detection system can help to identify and respond to external threats to the organization’s networks, systems, and data, by providing visibility and awareness of the network or system status and activities, and by enabling timely and appropriate actions or countermeasures. However, intrusion detection system is not the most effective measure against external threats to the organization’s confidential information, as it is a reactive or passive system that does not prevent or block the attacks, and it may generate false positives or negatives that can affect its accuracy and efficiency. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 4, Section 4.2.1, Page 189.

 According to the CRISC Review Manual (Digital Version), the best course of action when a risk assessment has identified that an organization may not be in compliance with industry regulations is to conduct a gap analysis against compliance criteria, which is a method of comparing the current state of compliance with the desired or required state of compliance. Conducting a gap analysis against compliance criteria helps to:

• Identify and evaluate the differences or discrepancies between the compliance requirements and the actual compliance practices and capabilities
• Assess the impact and severity of the compliance gaps on the organization’s objectives and performance
• Prioritize the compliance gaps based on their urgency and importance
• Develop and implement appropriate actions or measures to close or reduce the compliance gaps
• Monitor and measure the effectiveness and efficiency of the actions or measures taken to address the compliance gaps

References = CRISC Review Manual (Digital Version), Chapter 1: IT Risk Identification, Section 1.5: IT Risk Identification Methods and Techniques, pp. 34-351

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

• A consolidated view into the organization’s risk profile is a comprehensive and integrated representation of the risks that may affect the organization’s objectives, performance, and value creation12.
• The most helpful material to provide a consolidated view into the organization’s risk profile is the IT risk register, which is a document that records and tracks the IT-related risks, their sources, impacts, likelihoods, responses, owners, and statuses within the organization34.
• The IT risk register is the most helpful material because it provides a complete and consistent overview of the IT risk landscape, and enables the identification, analysis, evaluation, treatment, monitoring, and communication of IT risks across the organization34.
• The IT risk register is also the most helpful material because it supports the project prioritization and resource allocation decisions, by highlighting the most significant and relevant IT risks, and by showing the alignment of the IT risk responses with the organization’s risk appetite, strategy, and objectives34.
• The other options are not the most helpful materials, but rather possible inputs or outputs of the IT risk register. For example:
• 1: Risk IT Framework, ISACA, 2009
• 2: IT Risk Management Framework, University of Toronto, 2017
• 3: IT Risk Register Template, ISACA, 2019
• 4: IT Risk Register Toolkit, ISACA, 2019
• 5: KPIs for Security Operations & Incident Response, SecurityScorecard Blog, June 7, 2021
• 6: Key Performance Indicators (KPIs) for Security Operations and Incident Response, DFLabs White Paper, 2018
• 7: IT Audit and Assurance Standards, ISACA, 2014
• 8: IT Audit and Assurance Guidelines, ISACA, 2014
• : IT Project Management Framework, University of Toronto, 2017
• : IT Project Management Best Practices, ISACA Journal, Volume 1, 2018

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 and communicating 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 the request, 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 to remove 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.

A third-party security assessment report is the most helpful to ensure effective security controls for a cloud service provider, because it provides an independent and objective evaluation of the cloud provider’s security posture, policies, and practices. A third-party security assessment report can help to verify and validate the cloud provider’s compliance with the relevant standards, regulations, and best practices, such as ISO 27001, PCI DSS, NIST, or CSA. A third-party security assessment report can also help to identify and address any gaps, weaknesses, or vulnerabilities in the cloud provider’s security controls, and to provide recommendations and guidance for improvement. A third-party security assessment report can also help to increase the trust and confidence of the cloud customers, and to facilitate the due diligence and risk management processes. The other options are less helpful to ensure effective security controls for a cloud service provider. A control self-assessment is a process that enables the cloud provider to assess its own security controls, using a predefined framework or questionnaire. However, a control self-assessment may not be as reliable or comprehensive as a third-party security assessment report, as it may be biased, incomplete, or inaccurate, and it may not cover all the aspects or dimensions of security. Internal audit reports from the vendor are documents that provide the results and findings of the internal audits conducted by the cloud provider’s own auditors, to verify and validate the effectiveness and efficiency of the security controls. However, internal audit reports from the vendor may not be as credible or trustworthy as a third-party security assessment report, as they may be influenced by the cloud provider’s interests, objectives, or agenda, and they may not follow the same standards or criteria as the external auditors. Service level agreement monitoring is a process that measures and evaluates the performance and availability of the cloud services, based on the predefined metrics and targets agreed between the cloud provider and the cloud customer. However, service level agreement monitoring may not be sufficient or relevant to ensure effective security controls for a cloud service provider, as it may not address the security aspects or requirements of the cloud services, such as confidentiality, integrity, or accountability, and it may not reflect the actual security risks or incidents that may occur in the cloud environment. References = Cloud Security Controls: Key Elements and 4 Control Frameworks 1

According to the CRISC Review Manual (Digital Version), the organization’s culture is the most important factor affecting risk management in an organization, as it influences the risk awareness, risk attitude, risk behavior and risk communication of all stakeholders. The organization’s culture is defined as the shared values, beliefs, norms and expectations that guide the actions and interactions of the members of the organization. The organization’s culture affects how risk management is perceived, supported, implemented and integrated within the organization. A strong risk culture is one that:

• Aligns with the organization’s vision, mission, strategy and objectives
• Promotes a common understanding of risk and its implications for the organization
• Encourages the identification, assessment, response and monitoring of risks at all levels
• Fosters a proactive, collaborative and transparent approach to risk management
• Empowers and rewards the stakeholders for taking ownership and accountability of risks
• Enables continuous learning and improvement of risk management capabilities and maturity

References = CRISC Review Manual (Digital Version), Chapter 1: IT Risk Identification, Section 1.3: IT Risk Culture, pp. 23-251

 A control self-assessment (CSA) is a technique that allows managers and work teams directly involved in business units, functions, or processes to participate in assessing the organization’s risk management and control processes. The main purpose of conducting a CSA is to gain a better understanding of the control effectiveness in the organization, which means how well the controls are designed, implemented, and operated to achieve the desired outcomes and mitigate the risks. A CSA can help to identify the strengths and weaknesses of the existing controls, as well as the gaps and opportunities for improvement. A CSA can also help to enhance the awareness, ownership, and accountability of the control environment among the managers and staff. The other options are not the main purpose of conducting a CSA, although they may be related or beneficial. Gaining a better understanding of the risk in the organization is a result of conducting a CSA, but it is not the primary goal. The primary goal is to evaluate the controls that address the risks, not the risks themselves. Adjusting the controls prior to an external audit is a possible action that may follow a CSA, but it is not the reason for conducting a CSA. The reason for conducting a CSA is to improve the control effectiveness, not to prepare for an audit. Reducing the dependency on external audits is a potential benefit of conducting a CSA, but it is not the objective of conducting a CSA. The objective of conducting a CSA is to enhance the internal control assurance, not to replace the external audit assurance. References = CRISC Review Manual, pages 153-1541; CRISC Review Questions, Answers & Explanations Manual, page 802

• A risk response is the action or plan that is taken to address a specific risk that has been identified, analyzed, and evaluated. It can be one of the following types: mitigate, transfer, avoid, or accept.
• The highest priority when developing a risk response is to ensure that it aligns with the organization’s risk appetite, which is the amount and type of risk that the organization is willing to accept in pursuit of its goals. The risk appetite is usually expressed as a range or a threshold, and it is aligned with the organization’s strategy and culture.
• Aligning the risk response with the organization’s risk appetite ensures that the risk response is consistent, appropriate, and proportional to the level and nature of the risk, and that it supports the organization’s objectives and values. It also helps to optimize the balance between risk and return, and to create and protect value for the organization and its stakeholders.
• The other options are not the highest priority when developing a risk response, because they do not address the fundamental question of whether the risk response is suitable and acceptable for the organization.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 29-30, 34-35, 38-39, 44-45, 50-51, 54-55
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 147

• The risk of terminated employee accounts maintaining access is that the former employees or unauthorized parties may use the accounts to access or manipulate the organization’s information systems or resources, and cause harm or damage to the organization and its stakeholders, such as data loss, data breach, system failure, fraud, etc.
• The first step to address the risk of terminated employee accounts maintaining access is to disable user access, which means to revoke or remove the permissions or privileges that allow the accounts to access or use the organization’s information systems or resources. Disabling user access can help the organization to address the risk by providing the following benefits:
• The other options are not the first steps to address the risk of terminated employee accounts maintaining access, because they do not provide the same level of urgency and effectiveness that disabling user access provides, and they may not be sufficient or appropriate to address the risk.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 40-41, 47-48, 54-55, 58-59, 62-63
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 207
• CRISC Practice Quiz and Exam Prep

• Information systems control deficiencies are the weaknesses or flaws in the design or implementation of the controls that are intended to ensure the confidentiality, integrity, availability, and reliability of the information systems and resources. Information systems control deficiencies may reduce the effectiveness or efficiency of the controls, and expose the organization to various risks, such as unauthorized access, data loss, system failure, etc.
• Reviewing results from control self-assessment (CSA) is the best way to identify information systems control deficiencies, because CSA is a process of evaluating and verifying the adequacy and effectiveness of the information systems controls, using the input and feedback from the individuals or groups that are involved or responsible for the information systems activities or functions. CSA can help the organization to identify and document the information systems control deficiencies, and to align them with the organization’s information systems objectives and requirements.
• CSA can be performed using various techniques, such as questionnaires, surveys, interviews, workshops, etc. CSA can also be integrated with the organization’s governance, risk management, and compliance functions, and aligned with the organization’s policies and standards.
• The other options are not the best ways to identify information systems control deficiencies, because they do not provide the same level of detail and insight that CSA provides, and they may not be relevant or actionable for the organization.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 40-41, 47-48, 54-55, 58-59, 62-63
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 186
• CRISC Practice Quiz and Exam Prep

• A control deficiency is a weakness or flaw in the design or implementation of a control that reduces its effectiveness or efficiency in achieving its intended objective or mitigating the risk that it is designed to address. A control deficiency may be caused by various factors, such as human error, system failure, process inefficiency, resource limitation, etc.
• When determining which control deficiencies are most significant, the most useful information would be the risk analysis results, which are the outcomes or outputs of the risk analysis process that measures and compares the likelihood and impact of various risk scenarios, and prioritizes them based on their significance and urgency. The risk analysis results can help to determine which control deficiencies are most significant by providing the following information:
• The other options are not the most useful information when determining which control deficiencies are most significant, because they do not provide the same level of detail and insight that the risk analysis results provide, and they may not be relevant or actionable for the organization.
• ISACA, CRISC Review Manual, 7th Edition, 2022, pp. 19-20, 23-24, 27-28, 31-32, 40-41, 47-48, 54-55, 58-59, 62-63
• ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 176
• CRISC Practice Quiz and Exam Prep