CRISC Exam Dumps - Isaca Certification Questions and Answers

Cost-benefit analysis evaluates whether the benefits (e.g., risk reduction, efficiency) of implementing the new tool justify the costs (e.g., acquisition, maintenance). This analysis is critical for informed decision-making and resource optimization.

A risk assessment indicates the residual risk associated with a new bring your own device (BYOD) program is within organizational risk tolerance. This means that the potential benefits of BYOD outweigh the potential risks, and that the controls in place are adequate to mitigate those risks.

The next step for the risk practitioner is to identify log sources to monitor BYOD usage and risk impact. Log sources are records of events or activities that occur in a system or network, such as file access, network traffic, user behavior, etc. Log sources can provide valuable information about how BYOD devices are used, what data they access, what applications they run, what threats they encounter, etc.

By monitoring log sources, the risk practitioner can track and measure the actual performance and security of BYOD devices, compare them with the expected outcomes and standards,identify any deviations or anomalies that may indicate a breach or a vulnerability, and take appropriate actions to address them.

Therefore, identifying log sources to monitor BYOD usage and risk impact is a recommended action after a successful risk assessment.

The references for this answer are:

Risk IT Framework, page 10

Information Technology & Security, page 4

Risk Scenarios Starter Pack, page 2

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 thevendor’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 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 most important factor when assessing the risk of allowing users to access company data from their personal devices is the classification of the data, as it indicates the level of sensitivity, confidentiality, and criticality of the data. Data classification helps to determine the appropriate level of protection and controls that are needed to prevent unauthorized access, disclosure, modification, or loss of the data. Data classification also helps to define the roles and responsibilities of the data owners, custodians, and users, and the acceptable use of the data. The other options are not the most important factors, although they may be relevant or influential in the risk assessment. The type of device may affect the security features and vulnerabilities of the device, but it does not determine the value or impact of the data. The remote management capabilities may affect the ability to monitor, control, or wipe the device in case of theft or loss, but they do not reflect the nature or purpose of the data. The volume of data may affect the storage capacity or performance of the device, but it does not indicate the importance or significance of the data. References = What is BYOD (Bring-Your-Own-Device) - CrowdStrike; Understanding BYOD Policy - Get Certified Get Ahead; Addressing cyber security concerns on employees’ personal devices; Personal Devices at Work – Nonprofit Risk Management Center; 10 Keys to an Effective BYOD and Remote Access Policy

The most effective way to incorporate stakeholder concerns when developing risk scenarios is to evaluate the risk impact. Risk impact is the extent of the potential consequences or losses that may result from arisk event. Evaluating the risk impact involves considering the stakeholder concerns, expectations, and perspectives, as they may have different views on the value of the assets, the severity of the threats, and the acceptability of the outcomes. Evaluating the risk impact can help to ensure that the risk scenarios reflect the stakeholder interests and priorities, and that the risk responses are aligned with the stakeholder objectives. Establishing key performance indicators (KPIs), conducting internal audits, and creating quarterly risk reports are not as effective as evaluating the risk impact, as they are not directly related to the development of risk scenarios, and may not capture the stakeholder concerns adequately. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 50.

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

Purpose of Warning Banners

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

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

Effectiveness as a Deterrent Control

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

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

Comparison with Other Control Types

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

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

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

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

References

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

The most important information for the risk practitioner to communicate to senior management for contract negotiation purposes when the organization wants to transfer risk by purchasing cyber insurance is the current annualized loss expectancy report, as it provides an estimate of the potential financial loss or impact that theorganization may incur due to a cyber risk event in a given year, and helps to determine the optimal coverage and premium of the cyber insurance. The other options are not the most important information, as they are more related to the audit, asset, or industry aspects of the cyber risk, respectively, rather than the financial aspect of the cyber risk. References = CRISC Review Manual, 7th Edition, page 111.

Post-implementation verification ensures that changes achieve the desired outcomes without causing unintended issues. It validates the success of change deployment and minimizes operational disruption, making it the most direct indicator of change management effectiveness.

Developing a risk response plan is the best action to address the risk scenarios with high impact and low likelihood of occurrence, because it helps to define and implement the appropriate actions to reduce or eliminate the risk, or to prepare for and recover from the potential consequences. A risk response plan is a document that outlines the strategies and tactics for managing the identified risks, such as avoiding, transferring, mitigating, or accepting the risk. A risk response plan also assigns the roles and responsibilities for the risk owners and stakeholders, and sets the timelines and budgets for the risk response activities. A risk scenario with high impact and low likelihood of occurrence is a rare but severe event that may cause significant disruption or damage to the organization or its objectives, such as a natural disaster, a cyberattack, or a pandemic. Therefore, developing a risk response plan is the best action to address these scenarios, as it helps to minimize the exposure and impact of the risk, and to enhance the resilience and recovery of the organization. Assembling an incident response team, creating a disaster recovery plan (DRP), and initiating a business impact analysis (BIA) are all important actions to perform as part of the risk response plan, but they are not the best action, as they do not cover the whole spectrum of risk response strategies and activities. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.4.2, page 103

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

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

The ultimate objective of utilizing key control indicators (KCIs) in the risk management process is to provide early warning signs of a potential change in risk level, as they indicate the performance and adequacy of the controls, and alert the stakeholders to any control gaps or deficiencies that may affect the risk exposure and impact. The other options are not the ultimate objectives, as they are more related to the insight, basis, or benchmark of the risk managementprocess, respectively, rather than the early warning sign of the risk management process. References = CRISC Review Manual, 7th Edition, page 110.

The risk manager’s best course of action when discovering significant vulnerabilities in a commercial off-the-shelf software product is to review the risk of implementing versus postponing with stakeholders. This means that the risk manager should assess the potential impact and likelihood of the vulnerabilities being exploited, as well as the benefits and costs of using the software product. The risk manager should also consult with the relevant stakeholders, such as the business owners, the IT department, the security team, and the vendor, to understand their perspectives, expectations, and requirements. Based on this analysis, the risk manager should decide whether to proceed with the implementation, delay it until the next release,or look for alternative solutions. The risk manager should also document and communicate the decision and the rationale behind it, and monitor the situation for any changes or new developments.

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

Running vulnerability testing tools to independently verify the vulnerabilities is a useful step to confirm the existence and severity of the vulnerabilities, but it is not sufficient to address the risk. The risk manager still needs to evaluate the trade-offs between implementing and postponing the software product, and involve the stakeholders in the decision-making process.

Reviewing the software license to determine the vendor’s responsibility regarding vulnerabilities is an important step to understand the contractual obligations and liabilities of the vendor, but it is not enough to mitigate the risk. The risk manager still needs to consider the impact and likelihood of the vulnerabilities, and the benefits and costs of the software product, and consult with the stakeholders to decide the best course of action.

Requiring the vendor to correct significant vulnerabilities prior to installation is an unrealistic and impractical option, as the vendor has already stated that the vulnerabilities will not be corrected until the next release. The risk manager cannot force the vendor to change their schedule or priorities, and may risk damaging the relationship with the vendor. The risk manager should instead work with the vendor to understand the nature and scope of the vulnerabilities, and the expected timeline and features of the next release, and use this information to inform the risk assessment and decision-making process.

The annualized loss expectancy (ALE) method of risk analysis is a quantitative method that estimates the expected monetary loss that can result from a risk over a one year period. The ALE is calculated by multiplying the single loss expectancy (SLE), which is the monetary loss from a single occurrence of a risk, by the annualized rate of occurrence (ARO), which is the frequency of the risk occurring in a year. The ALE can be used in a cost-benefit analysis to compare the cost of implementing a control or a risk response with the expected benefit of reducing the loss. The ALE can help to justify the investment in risk management and to prioritize the risks based on their financial impact. The other options are not accurate descriptions of the ALE method of risk analysis, as they involve different aspects or methods of risk analysis. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.3.2.1, pp. 60-61.

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

When using a third party to perform penetration testing, the most important control to minimize operational impact is to clearly define the project scope. This means specifying the objectives,boundaries, methods, and deliverables of the testing, as well as the roles and responsibilities of the parties involved. A clear project scope helps to avoid misunderstandings, conflicts, and disruptions that could compromise the security, availability, or integrity of the systems undertest. It also helps to ensure that the testing is aligned with the organization’s risk appetite and compliance requirements. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.2.3.2, Page 137.

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

Residual system access is the risk that the customer service representatives who are transferred to the sales department may still have access to the systems or applications that they used in their previous role, which may not be relevant or authorized for their new role.

The access control manager is the person or function who is responsible for defining, implementing, and maintaining the policies and procedures for granting, modifying, reviewing, and revoking access rights to the systems or applications, based on the principle of least privilege and the segregation of duties.

The access control manager is responsible for mitigating the risk associated with residual system access, by ensuring that the access rights of the customer service representatives are updated or removed according to their new role and responsibilities, and that the access changes are documented and approved by the appropriate authorities.

The other options are not responsible for mitigating the risk associated with residual system access. They are either irrelevant or less effective than the access control manager.

The references for this answer are:

Risk IT Framework, page 26

Information Technology & Security, page 20

Risk Scenarios Starter Pack, page 18

 The control owner should be responsible for evaluating the residual risk after a compensating control has been implemented. A compensating control is a control that provides an alternative or additional measure of protection when the primary or preferred control is not feasible or effective. A residual risk is the risk that remains after the risk response or mitigation has beenapplied. The control owner is the person who has the authority and responsibility for designing, implementing, and monitoring the controls that enforce the policy. The control owner can assess the impact and effectiveness of the compensating control on the residual risk, and report the results and recommendations to the risk owner or the risk practitioner. The other options are not as responsible as the control owner, as they are related to the compliance, ownership, or management of the risk, not the evaluation of the control. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.4: Key Control Indicators, page 211.

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

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

Implementing a file corruption detection tool as a risk response strategy will help to reduce the impact of future events, as it will enable the organization to identify and correct the corrupted files before they cause further damage or loss. A file corruption detection tool is a software that scans and verifies the integrity and validity of the files, and alerts the users or administrators of any anomalies or errors. This helps to minimize the disruption and downtime caused by the data corruption incidents, and to preserve the quality and reliability of the data. Implementing a file corruption detection tool will not reduce the likelihood of future events, as it does not prevent or mitigate the causes or sources of the data corruption incidents. It will not restore availability, as it does not recover or restore the corrupted files, but only detects them. It will not address the root cause, as it does not analyze or eliminate the underlying factors that lead to the data corruption incidents. References = CRISC Certified in Risk and Information Systems Control – Question215; ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 215.

Risk events are specific occurrences or changes that have a potential impact on the achievement of objectives. They can be positive or negative, and they can be internal or external to the organization. Risk events provide the basis for developing realistic risk scenarios, which are hypothetical situations that illustrate the possible consequences of a risk event. Risk scenarios help to understand and communicate the nature, sources, and causes of risk, as well as the potential impact and likelihood of risk occurrence. Risk scenarios can also be used to test the effectiveness of risk responses and controls.

The other options are not as useful as risk events for developing realistic risk scenarios. A balanced scorecard (A) is a strategic management tool that measures the performance of the organization against its objectives, vision, and strategy. It does not provide specific information about risk events or their consequences. A risk appetite (B) is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. It does not describe the risk events or their scenarios, but rather the level of risk tolerance and acceptance. A risk map © is a graphical representation of the risk profile of the organization, showing the relationship between the likelihood and impact of different risks. It does not provide the details or context of the risk events or their scenarios, but rather the relative ranking and prioritization of risks.

A risk assessment of a production system is a process of identifying, analyzing, evaluating, and treating the risks that may affect the performance, quality, or safety of the production system, which is a system that transforms inputs into outputs using various resources, processes, and technologies12.

The most appropriate action for the risk manager to take after undertaking a risk assessment of a production system is to inform the process owner of the concerns and propose measures to reduce them, which is a process of communicating and consulting with the person who is responsible for the design, operation, and improvement of the production system, and suggesting possible risk responses that can prevent, mitigate, transfer, or accept the risks34.

This action is the most appropriate because it ensures the involvement and collaboration of the process owner, who has the authority and accountability to implement and monitor the risk responses, and who can provide feedback and input on the feasibility and effectiveness of the proposed measures34.

This action is also the most appropriate 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 appropriate actions, but rather possible alternatives or supplements that may have some limitations or drawbacks. For example:

Recommending a program that minimizes the concerns of the production system is an action that involves designing and planning a set of coordinated and interrelated activities and tasks that aim to reduce the likelihood or impact of the risks34. However, this action is notthe most appropriate because it does not involve the process owner, who is the key stakeholder and decision maker for the production system, and who may have different views or preferences on the risk responses34.

Informing the development team of the concerns, and together formulating risk reduction measures is an action that involves communicating and consulting with the group of people who are responsible for creating, testing, and deploying the products or services that are produced by the production system, and jointly developing possible risk responses34. However, this action is not the most appropriate because it does not involvethe process owner, who is the primary owner and user of the production system, and who may have different needs or expectations on the risk responses34.

Informing the IT manager of the concerns and proposing measures to reduce them is an action that involves communicating and consulting with the person who is responsible for managing and overseeing the IT resources, processes, and systems that support the production system, and suggesting possible risk responses34. However, this action is not the most appropriate because it does not involve the process owner, who is the main stakeholder and beneficiary of the production system, and who may have different requirements or constraints on the risk responses34. References =

1: Risk Assessment for the Production Process1

2: Risk Assessment for Industrial Equipment2

3: Risk IT Framework, ISACA, 2009

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

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.

Limited integration with external systems and blockchainsis the greatest concern. Without considering interoperability during the SDLC, the system may not be able to connect seamlessly with partners or external networks, hindering business goals and limiting the blockchain’s benefits.

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IT assets are the resources that support the organization’s business processes and objectives, such as hardware, software, data, and information. IT assets are the primary targets of IT risk, as they may be exposed to threats, vulnerabilities, and control deficiencies that could compromise their confidentiality, integrity, availability, or value. Therefore, identifying and classifying IT assets is the first step in developing relevant IT risk scenarios, as it helps to determine the scope, boundaries, and dependencies of the IT risk environment.

The other options are not the first things to review for identifying IT risk scenarios. Technology threats (A) are the potential sources of harm or damage to IT assets, such as natural disasters, cyberattacks, human errors, or sabotage. Technology threats are important to consider, but they are not the starting point for IT risk scenarios, as they depend on the context and characteristics of the IT assets. Security vulnerabilities © are the weaknesses or flaws in IT assets or controls that could be exploited by threats, such as outdated software, misconfigured systems, or insufficient encryption. Security vulnerabilities are also important to identify, but they are not the first thing to review, as they are specific to the IT assets and their configurations. IT risk register (D) is a document that records and tracks the identified IT risks, their analysis, evaluation, and response. IT risk register is a result of the IT risk assessment process, not an input to it.

Capacity management is crucial when transitioning employees to remote work during a crisis. It involves ensuring that the IT infrastructure can handle increased loads and that resources are available to support remote operations effectively.

Internet of Things (IoT) is an emerging technology that refers to the network of devices, such as cameras, sensors, appliances, or vehicles, that can communicate and exchange data via the internet. IoT is frequently used for botnet distributed denial of service (DDoS) attacks, which are cyberattacks that aim to disrupt or disable a target’s online services by overwhelming them with traffic from multiple sources. IoT devices are often unsecured, unpatched, or misconfigured, which makes them vulnerable to being infected by malware and controlled by attackers. Attackers can use IoT devices to create large and powerful botnets that can launch DDoS attacks against various targets, such as websites, servers, or networks. According to the CRISC Review Manual 2022, IoT is one of the key emerging technologies that pose new IT risks, including DDoS attacks1. According to the CRISC Review Questions, Answers & Explanations Manual 2022, IoT is the correct answer to this question2. According to the web search results, IoT devices are commonly used for botnet DDoS attacks, such as the Mirai botnet, the Emotet botnet, and the BoT-IoT dataset345.

Key risk indicators (KRIs) are metrics that measure the exposure to a given risk at a particular time. They can also provide early warning signs of a potential change in risk level. By monitoring KRIs, risk practitioners can assess how quickly an exposure to a specific risk can affect the organization and take appropriate actions.

References

•Risk management at the speed of business - PwC

•Risk velocity measures how fast an exposure can affect an organization | Business Insurance

Obtaining input from business management is the best way to enable the development of a successful IT strategy focused on business risk mitigation, because it helps to align and integrate the IT objectives and activities with the business goals and priorities. An IT strategy is a plan that defines how IT supports and enables the organization’s vision, mission, and strategy. A business risk mitigation is a process that aims to reduce or eliminate the risks that may affect the achievement of the business objectives or expectations. Obtaining input from business management is the best way to ensure that the IT strategy is relevant, realistic, and responsive to the business needs and challenges, and that the IT risks are identified, assessed, and managed in accordance with the business risk appetite and tolerance. Providing risk awareness training for business units, understanding the business controls currently in place, and conducting a businessimpact analysis (BIA) are all useful ways to support the development of an IT strategy focused on business risk mitigation, but they are not the best way, as they do not directly involve the input and feedback from business management. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.1.1, page 37

The most appropriate key risk indicator (KRI) for backup media that is recycled monthly is the percentage of failed restore tests. A KRI is a metric that measures the likelihood or impact of a risk, and provides an early warning signal of a potential risk event. The percentage of failed restore tests is a KRI that reflects the quality and reliability of the backup media, and indicates the possibility of data loss or corruption. A high percentage of failed restore tests would suggest that the backup media is not functioning properly, and that the risk of data unavailability is increasing. Therefore, this KRI would help the risk practitioner to monitor the risk and take corrective actions as needed. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.2.2, page 235.

Data flow documentation provides insight into how and where data moves, stored, or processed. It helps identify vulnerable points in the data lifecycle where data loss can occur.

Assigning a data owner would best facilitate the implementation of data classification requirements. A data owner is responsible for defining the classification of the data, ensuring that the data is properly labeled, and approving access requests. Implementing technical control over the assets, implementing a data loss prevention (DLP) solution, and scheduling periodic audits are important activities, but they are not as effective as assigning a data owner. 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 MOST important consideration when developing IT risk scenarios is the potential threats and vulnerabilities that may have an impact on the business, because they are the key elements of a risk scenario that describe the sources and causes of the risk, and the potential consequences and impacts of the risk on the business objectives and processes. The other options are not as important as the potential threats and vulnerabilities, because:

Option A: The impact of controls on the efficiency of the business in delivering services is a secondary consideration that may affect the cost-benefit analysis of the risk response, but it does not directly affect the identification and assessment of the risk scenario.

Option B: Linkage of identified risk scenarios with enterprise risk management is a good practice that ensures the alignment and integration of the IT risk management with the overall enterprise risk management, but it does not directly affect the identification and assessment of the risk scenario.

Option D: Results of network vulnerability scanning and penetration testing are useful sources of information that may reveal some of the threats and vulnerabilities in the IT environment, but they are not the only or the most important consideration when developing IT risk scenarios, as they may not cover all the aspects and dimensions of the risk. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 104.

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

An IT risk register is a document that records the identified IT risks, their analysis, and their responses. It is a useful tool for managing and communicating the IT risks throughout the project or the organization. The most important factor for maintaining the effectiveness of an IT risk register is to perform regular reviews and updates to the register, meaning that the riskpractitioner should periodically check and revise the riskregister to reflect the changes in the IT risk environment, the project status, or the organization’s objectives. Performing regular reviews and updates to the register can help to ensure that the risk register is accurate, complete, and current, and that it provides relevant and reliable information for the risk management decision making and actions. Performing regular reviews and updates to the register can also help to identify any new or emerging IT risks, as well as to monitor and report on the IT risk performance and improvement. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.2.1, p. 106-107

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

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

 The most important requirement to include in an outsourcing contract to help ensure sensitive data stored with a service provider is secure is a third-party assessment report of control environment effectiveness. This will help to verify that the service provider has implemented adequate security controls and practices to protect the data, and that they comply with the enterprise’s security policies and standards. A third-party assessment report also provides an independent and objective assurance of the service provider’s security posture and performance. Incidents related to data loss, risk assessment results, and cyber insurance policy are also important requirements to include in an outsourcing contract, but they are not as important as a third-party assessment report. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.2.1.2, page 2461

1: ISACA Certified in Risk and Information Systems Control (CRISC®) Exam Guide, Answer to Question 643.

Reviewing the methodology used to conduct the business impact analysis (BIA) is the first thing that a risk practitioner should do when wanting to identify potential risk events that affect the continuity of a critical business process, because it helps to ensure that the BIA is conducted in a consistent, comprehensive, and reliable manner, and that it covers all the relevant aspects and scenarios of the business process and its continuity. A BIA is a process of analyzing the potential impact of disruption to the critical business functions or processes, and identifying the recovery priorities and requirements. A BIA methodology is a set of principles, standards, and techniques that guide and support the BIA process, such as the scope, objectives, data sources, data collection methods, data analysis methods, and reporting methods. Reviewing the BIA methodology is the first thing to do, as it helps to establish the foundation and framework for the BIA process, and to ensure that the BIA results are valid and useful for identifying the potential risk events and their consequences. Evaluating current risk management alignment with relevant regulations, determining if business continuity proceduresare reviewed and updated on a regular basis, and conducting a benchmarking exercise against industry peers are all possible things to do after reviewing the BIA methodology, but they are not the first thing to do, as they depend on the quality and accuracy of the BIA process and outcomes. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.2.1, page 143

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

Measurability and consistency are the most essential attributes of an effective key control indicator (KCI), because they ensure that the KCI can be quantified, compared, and reported over time. A KCI should be able to measure the performance or effectiveness of a control in mitigating a risk and provide consistent results across different periods, sources, and methods. The other options are not the most essential attributes, although they may also be desirable for a KCI. Flexibility and adaptability are not the most essential attributes, because they may compromise the reliability and comparability of the KCI. Robustness and resilience are not the most essential attributes, because they are more relevant for the control itself, not the KCI. Optimal cost and benefit are not the most essential attributes, because they are more related to the value and feasibility of the KCI, not the quality and accuracy of the KCI. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers

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

A risk practitioner is a person who is responsible for performing risk management activities, such as identifying, analyzing, evaluating, treating, monitoring, and communicating risks. When an organization is implementing a project to automate the purchasing process, including the modification of approval controls, the task that is the responsibility of the risk practitioner is to verify that the existing controls continue to properly mitigate the defined risk. This means thatthe risk practitioner should ensure that the automation and modification of the approval controls do not introduce new risks or change the existing risk profile, and that the controls are still effective and adequate for the purchasing process. The risk practitioner should also monitor the performance and compliance of the controls, and recommend any improvements or adjustments as needed. References = CRISC Review Manual, 7th Edition, page 177.

According to the CRISC Review Manual (Digital Version), the primary reason a risk practitioner would be interested in an internal audit report is to evaluate the maturity of the risk management process, as it provides an independent and objective assessment of the effectiveness and efficiency of the risk management activities and controls. An internal audit report helps to:

Identify and evaluate the strengths and weaknesses of the risk management process and its alignment with the organization’s objectives and strategy

Detect and report any gaps, errors, or deficiencies in the risk identification, assessment, response, and monitoring processes and controls

Recommend and implement corrective actions or improvement measures to address the issues or findings in the risk management process

Communicate and coordinate the audit results and recommendations with the relevant stakeholders, such as the risk owners, the senior management, and the board

Enhance the accountability and transparency of the risk management process and its outcomes

References = CRISC Review Manual (Digital Version), Chapter 4: IT Risk Monitoring and Reporting, Section 4.2: IT Risk Reporting, pp. 223-2241

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 provideddirectly 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.