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

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

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

The references for this answer are:

Risk IT Framework, page 11

Information Technology & Security, page 5

Risk Scenarios Starter Pack, page 3

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.

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

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

According to the Hierarchy of Controls, the most effective way to prevent and control hazards is to eliminate them or substitute them with safer alternatives. In this case, the hazard is the potential leakage of customer data by the vendor. Therefore, the most effective control would be to eliminate or substitute the customer data with masked or anonymized data fields. This would prevent the vendor from accessing or disclosing any sensitive or identifiable information about the customers. Masking customer data fields is an example of an engineering control, which reduces or prevents hazards from coming into contact with workers or third parties. References = Hierarchy of Controls, 5 Risk Control Measures In The Workplace

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 orinvolvement 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

 According to the CRISC 351-400 topic3 Flashcards, the greatest concern when using a generic set of IT risk scenarios for risk analysis is that the risk factors might not be relevant to the organization. This is because generic risk scenarios are not tailored to the specific context, objectives, and environment of the organization, and they may not capture the unique threats, vulnerabilities, and impacts that the organization faces. Therefore, using generic risk scenarios may result in inaccurate or incomplete risk assessment and analysis, and may lead to ineffective or inappropriate risk responses. To avoid this, the organization should customize the risk scenarios to reflect its own situation and needs, and involve the relevant stakeholders and experts in the process. References = CRISC 351-400 topic3 Flashcards, Generic IT Risk Scenarios for Risk Analysis: The Greatest Concern

According to the CRISC Review Manual1, an acceptable usage policy is a document that defines the rules and guidelines for the appropriate and secure use of IT resources within an organization. It helps to mitigate data leakage risk by establishing the roles and responsibilities of users, the types and purposes of data that can be shared or transmitted, the authorized methods and channels of communication, the security controls and measures to protect data, and the consequences of non-compliance. An acceptable usage policy also educates and raises awareness among users about the potential risks and threats associated with instant messaging and other forms of online communication. Therefore, before implementing instant messaging within an organization using a public solution, an acceptable usage policy should be in place to mitigate data leakage risk. References = CRISC Review Manual1, page 237.

A risk profile is a summary of the risks that an organization faces and their likelihood and impact. Consistently recording risk assessment results in the risk register can help improve the accuracy of risk profiles by providing a reliable and up-to-date source of information on the current risk situation, the risk response actions, and the residual risk levels. A risk register is a tool that captures and documents the risk identification, analysis, evaluation, and treatment processes2. A risk register can also facilitate risk communication, monitoring, and reporting2.

Assessment of organizational risk appetite, compliance with best practice, and accountability for loss events are not the primary benefits of consistently recording risk assessment results in the risk register. These are possible outcomes or objectives of risk management, but they do not directly depend on the risk register.

 Changes in methods used to calculate probability present the greatest challenge for an IT risk practitioner who wants to report on trends in historical IT risk levels, as they may introduce inconsistency and incomparability in the risk assessment results over time. Probability is a key factor in determining the level and priority of IT risks, and different methods may produce different values for the same risk scenario. For example, some methods may use historical data, expert judgment, or simulation techniques to estimate the likelihood of a risk event. If the methods used to calculate probability change frequently or vary across different business units or processes, the IT risk practitioner may face difficulty in aggregating, normalizing, and reporting the risk levels and trends. The other options are not the greatest challenges for reporting on trends in historical IT risk levels, although they may pose some difficulties or limitations. Qualitative measures for potential loss events are subjective and imprecise, but they can stillprovide a relative ranking of risks and their impacts. Changes in owners for identified IT risk scenarios may affect the accountability and responsibility for managing the risks, but they do not necessarily affect the risk levels or trends. Frequent use of risk acceptance as a treatment option may indicate a high risk appetite ortolerance, but it does not prevent the IT risk practitioner from reporting on the risk levels or trends. References = Risk and Information Systems Control Study Manual, Chapter 5: Risk and Control Monitoring and Reporting, page 181.

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

Frequent and well-documented testing of the DRP demonstrates the plan's effectiveness and readiness to handle real disruptions.

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

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

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

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

Risk management in project management is crucial for identifying and mitigating potential issues that could jeopardize project success. By proactively addressing risks, project managers can ensure that projects are completed on time, within budget, and meet quality standards.

Organizational objectives should be the primary input to determine risk tolerance, as they define the desired outcomes and performance of the organization, and guide the selection of the acceptable level of risk that the organization is willing to take to achieve those objectives. Regulatory requirements, annual loss expectancy (ALE), and risk management costs are not the primary inputs, as they are more related to the external or internal constraints or factors that affect the risk tolerance, rather than the drivers or determinants of the risk tolerance. References = CRISC Review Manual, 7th Edition, page 109.

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 level and priority of the risks that are associated with the control deficiencies, and the potential consequences or impacts that they may cause for the organization if they materialize.

The gap or difference between the current and desired level of risk, and the extent or degree to which the control deficiencies contribute to or affect the gap or difference.

The cost-benefit or feasibility analysis of the possible actions or plans to address or correct the control deficiencies, and the expected or desired outcomes or benefits that they may provide for the organization.

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.

An exception handling policy is a policy that defines and describes the procedures and guidelines for dealing with the situations or circumstances that deviate from the normal or expected operation or functionality of a control, and that may require special or alternative actions or measures to address or resolve them. An exception handling policy can provide useful information on how to handle or manage the control deficiencies, but it is not the most usefulinformation when determining which control deficiencies are most significant, because it does not indicate the level and priority of the risks that are associated with the control deficiencies, and the potential consequences or impacts that they may cause for the organization.

A vulnerability assessment is an assessment that identifies and evaluates the weaknesses or flaws in the organization’s assets, processes, or systems that can be exploited or compromised by the threats or sources of harm that may affect the organization’s objectives or operations. A vulnerability assessment can provide useful information on the existence and severity of the control deficiencies, but it is not the most useful information when determining which control deficiencies are most significant, because it does not indicate the likelihood and impact of the risk scenarios that are associated with the control deficiencies, and the potential consequences or impacts that they may cause for the organization.

A benchmarking assessment is an assessment that compares and contrasts the organization’s performance, practices, or processes with those of other organizations or industry standards, and identifies the strengths, weaknesses, opportunities, or threats that may affect the organization’s objectives or operations. A benchmarking assessment can provide useful information on the best practices or improvement areas for the organization, but it is not the most useful information when determining which control deficiencies are most significant, because it does not indicate the level and priority of the risks that are associatedwith the control deficiencies, and the potential consequences or impacts that they may cause for the organization. References =

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

ISACA, CRISC Review Questions, Answers & Explanations Database, 2022, QID 176

CRISC Practice Quiz and Exam Prep

The most important factor when identifying an organization’s risk exposure associated with IoT devices is visibility into all networked devices. This means having a comprehensive inventory of all the IoT devices connected to the organization’s network, as well as their configurations, functions, and security status. Visibility enables the organization to identify the potential threats and vulnerabilities that IoT devices pose, as well as the impact and likelihood of those risks. Visibility also helps the organization to monitor the behavior and performance of IoT devices, detect any anomalies or incidents, and respond accordingly. Without visibility, the organization may be unaware of the existence, location, or condition of some IoT devices, which could lead to undetected breaches, data loss, or operational disruptions. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.4: IT Risk Identification Methods and Techniques, Page 28; 8 Internet of Things Threats and Risks to Be Aware of - SecurityScorecard Blog.

IT governance is the process of ensuring that IT supports the organization’s objectives and strategies, and that IT risks are managed appropriately. IT governance involves defining the roles, responsibilities, and accountabilities of the IT stakeholders, establishing the IT policies, standards, and procedures, and monitoring and evaluating the IT performance and outcomes1.

An organization that automatically approves exceptions to security policies on a recurring basis is most likely the result of ineffective IT governance, because it indicates that the organization:

Lacks a clear and consistent IT strategy and direction, and does not align IT with the business goals and needs

Fails to implement and enforce the IT policies, standards, and procedures, and does not ensure the compliance and accountability of the IT users and providers

Neglects to identify and assess the IT risks, and does not implement the appropriate risk responses and controls

Does not monitor and measure the IT performance and outcomes, and does not review and improve the IT processes and practices23

The other options are not the most likely results of ineffective IT governance, but rather some of the possible causes or consequences of it. A lack of mitigating actions for identified risk is a possible consequence of ineffective IT governance, as it implies that the organization does not have a systematic and proactiveapproach to IT risk management, and does not address the IT risks in a timely and effective manner. Decreased threat levels is a possible cause of ineffective IT governance, as it may create a false sense of security and complacency, and reduce the motivation and urgency to implement and follow the IT policies, standards, and procedures. Ineffective service delivery is a possible consequence of ineffective IT governance, as it means that the organization does not deliver the IT services that meet the expectations and requirements of the customers and stakeholders, and does not ensure the quality and reliability of the IT services. References =

IT Governance - ISACA

IT Governance: What It Is and Why You Need It

IT Governance: The Benefits of an Effective Enterprise IT Governance Framework

[CRISC Review Manual, 7th Edition]

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

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

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

The greatest challenge to managing an organization’s end-user devices is having an incomplete end-user device inventory. An end-user device inventory is a document that records and tracks all the devices that are owned, used, or managed by the organization’s end-users, such as laptops, tablets, smartphones, etc. An end-user device inventory helps to identify and classify the devices based on their type, model, location, owner, status, etc. An end-user device inventory also helps to monitor and control the devices, such as enforcing security policies, applying patches and updates, detecting and resolving issues, etc. Having an incomplete end-user device inventory could lead to a lack of visibility and accountability for the devices, which could increase the risk of data loss, theft, or compromise, as well as the cost and complexity of device management. The other options are not as challenging as having an incomplete end-user device inventory, although they may also pose some difficulties or limitations for the device management. Unsupported end-user applications, incompatible end-user devices, and multiple end-user device models are all factors that could affect the functionality and compatibility of the devices, but they do notnecessarily affect the visibility and accountability of the devices. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.2.1, page 3-11.

A business case will BEST communicate the importance of risk mitigation initiatives to senior management, because it provides a clear and concise justification of the objectives, benefits, costs, and risks of the proposed initiatives. A business case helps to align the risk mitigation initiatives with the enterprise’s strategy and goals, and to obtain the necessary approval and support from senior management. The other options are not as effective as a business case, because:

Option B: A balanced scorecard is a tool to measure and monitor the performance of the enterprise across four perspectives: financial, customer, internal process, and learning and growth. It does not communicate the importance of risk mitigation initiatives, but rather the outcomes and impacts of them.

Option C: Industry standards are benchmarks or best practices that define the minimum requirements or expectations for a certain domain or activity. They do not communicate the importance of risk mitigation initiatives, but rather the compliance or alignment of them with the external environment.

Option D: A heat map is a tool to visualize and prioritize the risks based on their likelihood and impact. It does not communicate the importance of risk mitigation initiatives, but rather the severity and distribution of the risks. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 118.

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

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

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

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

The MOST effective way to help ensure an organization’s current risk scenarios are relevant is to involve the stakeholders in the risk assessment process, because they are the ones who have the knowledge, experience, and interest in the risk scenarios that affect their domains and objectives. The involvement of stakeholders can help to identify and validate the risk scenarios, to provide input and feedback on the risk analysis and evaluation, and to ensure the alignment andintegration of the risk scenarios with the business processes and goals. The other options are not as effective as the involvement of stakeholders, because:

Option A: Adoption of industry best practices is a good way to improve the quality and consistency of the risk scenarios, but it does not ensure their relevance to the organization’s specific context and environment. Industry best practices are general and standardized guidelines that may not reflect the organization’s unique risks and needs.

Option C: Review of risk scenarios by independent parties is a useful way to verify and enhance the accuracy and reliability of the risk scenarios, but it does not ensure their relevance to the organization’s internal and external stakeholders. Independent parties are objective and impartial reviewers who may not have the same knowledge, experience, and interest as the stakeholders.

Option D: Documentation of potential risk in business cases is a helpful way to communicate and justify the importance and value of the risk scenarios, but it does not ensure their relevance to the organization’s current and future state. Business cases are concise and persuasive documents that may not capture all the aspects and dimensions of the risk scenarios. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 104.

The business manager is best suited to assess the impact of potential data loss when outsourcing a key database to an external service provider.

Role of the Business Manager:

Understanding Business Impact:The business manager has a comprehensive understanding of the business processes, the criticality of the data, and the potential impact of data loss on business operations.

Decision Making:They are responsible for making decisions regarding risk tolerance, business continuity, and aligning the risk management practices with business objectives.

Assessment of Data Loss Impact:

Operational Impact:The business manager can evaluate how data loss would affect day-to-day operations and overall business continuity.

Financial and Reputational Impact:They can also assess the financial repercussions and potential damage to the organization’s reputation, providing a holistic view of the impact.

 The key performance indicator (KPI) that best measures the effectiveness of an organization’s disaster recovery program is the percentage of critical systems recovered within the recovery time objective (RTO). The RTO is the acceptable timeframe within which a business process or system must be restored after a disruption. The percentage of critical systems recovered within the RTO indicates how well the disaster recovery program can meet the business continuity requirements and minimize the impact of the disruption. The other options are not as good as the percentage of critical systems recovered within the RTO, as they are related to the efficiency, quality, or scope of the disaster recovery program, not the effectiveness of the disaster recovery program. References = Risk and Information Systems Control StudyManual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.2: Key Performance Indicators, page 183.

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

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

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

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

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

Optimize the value and benefits of the risk response

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

Coordinate and communicate the risk response with the relevant stakeholders

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

A risk action plan is a document that outlines the actions to be taken to mitigate or avoid a risk. A risk action plan should be revised when the risk associated with a new technology is found to be increasing, as this indicates that the current plan is not effective or sufficient. Revising the risk action plan can help identify the root causes of the risk increase, evaluate the effectiveness of current controls, and implement additional or alternative controls as needed. Re-evaluatingcurrent controls, escalating the risk to senior management, and implementing additional controls are possible steps in the revision process, but they are not the first course of action. The first course of action should be to update the risk action plan to reflect the current risk situation and the appropriate risk response.

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

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

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

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

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]

Without monitoring, ineffective or failing controls may go unnoticed, leading to ahigher likelihood of risk eventsmaterializing, potentially with severe impact. This outweighs audit or KPI concerns.

Establishing executive management support is the most important success factor when introducing risk management in an organization. This is because executive management support can help ensure that risk management is aligned with the organization’s vision, mission, and strategy, as well as provide the necessary resources, authority, and accountability for riskmanagement activities. Executive management support can also help foster a risk-aware culture,promote stakeholder engagement, and facilitate risk communication and reporting. According to the CRISC Review Manual 2022, one of the key elements of IT governance is to obtain executive management support and commitment for risk management1. According to the web search results, executive management support is a critical success factor for risk management in various contexts and industries234.

 The most important reason to create risk scenarios is to assist with risk identification. Risk scenarios are hypothetical situations that describe how a risk event could occur and what the consequences would be. By creating risk scenarios, the enterprise can identify potential sources, causes, and impacts of risk, as well as the likelihood and severity of the risk. Risk scenarios also help to communicate and visualize the risk to stakeholders and decision makers. Determiningrisk tolerance, risk appetite, and risk responses are important outcomes of risk scenarios, but they are not the primary reason for creating them. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.1.2, page 521

1: ISACA Certified in Risk and Information Systems Control (CRISC®) Exam Guide, Answer to Question 639.

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

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

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

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

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

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

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

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

Understanding KRIs:

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

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

Percentage of Unpatched Systems as a KRI:

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

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

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

Comparison with Other Options:

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

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

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

The best way to ensure ongoing control effectiveness is to measure trends in control performance. This will help to monitor and evaluate how well the controls are achieving their objectives, and to identify any deviations or anomalies that may indicate control failures or weaknesses. Measuring trends in control performance also helps to provide feedback and assurance to the stakeholders and decision makers, and to support continuous improvement andoptimization of the control environment. Establishing policies and procedures, periodically reviewing control design, and obtaining management control attestations are good practices, but they are not the best way to ensure control effectiveness. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.1.1.2, page 1071

1: ISACA Certified in Risk and Information Systems Control (CRISC®) Exam Guide, Answer to Question 650.

 Controls are the mechanisms or procedures that ensure the security, reliability, and quality of an IT system or process. Controls can be preventive, detective, or corrective, and can be implemented at various levels, such as physical, logical, administrative, or technical. Controls should be defined during the design phase of system development because it is more cost-effective to determine controls in the early design phase. The design phase is the stage where the system requirements are translated into a detailed technical plan, which includes the system architecture, database structure, user interface, and system components. The design phase also defines the system objectives, goals, and performance criteria. Defining controls during the design phase can help ensure that the controls are aligned with the system requirements and objectives, and that they are integrated into the system design from the start. Defining controls during the design phase can also help avoid or reduce the costs and risks associated with implementing controls later in the development or operation phases, such as rework, delays, errors, failures, or breaches. References = THE SYSTEM DEVELOPMENT LIFE CYCLE (SDLC), p. 2-3, System Development LifeCycle - GeeksforGeeks, 7.3: Systems Development Life Cycle - Engineering LibreTexts, What Is SDLC? 7 Phases of System Development Life Cycle - Intetics.

The best way to reduce the risk associated with the theft of a laptop containing sensitive information is to use data encryption. Data encryption is a process that transforms the data into an unreadable or unintelligible format, using a secret key or algorithm, to protect the data from unauthorized access or disclosure. Data encryption helps to reduce the risk of data theft, because even if the laptop is stolen, the data on the laptop cannot be accessed or used by the thief without the proper key or algorithm. Data encryption also helps to comply with the relevant laws, regulations, standards, and contracts that may require the protection of sensitive data. The other options are not as effective as data encryption, although they may provide some protection for the laptop or the data. A cable lock, a periodic backup, and a biometrics access control are allexamples of physical or logical controls, which may help to prevent or deter the theft of the laptop, or to recover or restore the data on the laptop, but they do not necessarily protect the data from unauthorized access or disclosure if the laptop is stolen. References = 8

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

Upon discovering that an IT control has failed, the risk practitioner's most important action is to review compensating controls. This involves assessing whether other existing controls can mitigate the risk associated with the failed control. Evaluating compensating controls helps determine the immediate impact of the control failure and guides decisions on necessary remediation steps.

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

The percentage of IT systems routinely running at peak utilization serves as a leading indicator of potential future availability issues. Systems operating at or near full capacity are more susceptible to performance degradation or outages, which can impede their ability to meet service level agreements (SLAs). Monitoring this KRI allows organizations to proactively address capacity constraints before they impact system availability.

Risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk appetite is influenced by various factors, such as the organization’s mission, vision, values, culture, stakeholders, resources, capabilities, etc. However, the factor that has the greatest influence on the organization’s risk appetite is the business objectives and strategies, which are the desired outcomes and the plans to achieve them. The business objectives and strategies define the direction and scope of the organization, and the risk appetite reflects the level of risk that the organization is prepared to take to accomplish them. The risk appetite should be aligned with the business objectives and strategies, andshould provide guidance for the risk management activities and decisions. References = CRISC Review Manual, 7th Edition, page 61.

The best way to ensure adequate resources will be allocated to manage identified risk is to assign risk ownership to appropriate roles. Risk ownership is the process of assigning the authority and responsibility to manage a specific risk or a group of related risks to a person or entity. Risk ownership helps to ensure adequate resources for managing risk, because it helps to define and clarify the roles and responsibilities of the risk owners, and to establish and enforce the expectations and standards for the risk owners. Risk ownership also helps to measure and evaluate the effectiveness and efficiency of the risk owners, and to identify and address any issues or gaps in the risk management activities. The other options are not as effective as assigning risk ownership to appropriate roles, although they may be related to the risk management process. Prioritizing risk within each business unit, reviewing risk ranking methodology, and promoting an organizational culture of risk awareness are all activities that can help to support or improve the risk management process, but they do not necessarily ensureadequate resources for managing risk. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.2.1, page 2-11.

 To determine if a risk is under-controlled, the risk practitioner will need to understand the risk tolerance. Risk tolerance is the acceptable or allowable level of variation or deviation from the expected or desired outcomes or objectives. Risk tolerance reflects the amount and type of risk that the organization is willing and able to take. A risk is under-controlled when the risk exposure exceeds the risk tolerance, meaning that the organization is taking on more risk than it can handle or afford. Therefore, the risk practitioner will need to understand the risk tolerance to compare it with the risk exposure and identify the gap or difference. The other options are not as relevant as understanding the risk tolerance, as they are related to the monitoring, identification, or determination of the risk or the IT performance, not the comparison or evaluation of therisk. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.4: IT Risk Response, page 87.

Updating the risk register to include outcomes from a risk assessment is the greatest benefit because it enables the organization to prioritize and respond to the most significant risks in a timely manner. The risk register is a tool that records and tracks the current status of risks, their likelihood, impact, and response strategies. By updating the risk register with the results of a risk assessment, the organization can ensure that the risk information is accurate, relevant, and actionable. Maintaining evidence of compliance with risk policy, validating the organization’srisk appetite, and helping to mitigate internal and external risk factors are all possible benefits of updating the risk register, but they are not the greatest benefit, as they do not directly support risk-based decision making. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.2.1, page 83