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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Governance | 26% | - Risk Strategy Alignment
|
| Topic 2: IT Risk Assessment | 20% | - Risk Analysis and Evaluation
|
| Topic 3: Monitoring and Control | 22% | - Control Assurance
|
| Topic 4: Risk Response and Reporting | 32% | - Risk Treatment Options
|
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NEW QUESTION # 932
It is MOST important that entries in an organization's risk register be updated:
Answer: D
Explanation:
The risk register is a living document. CRISC states it should be maintained so that it accurately reflects current risk conditions, including changes in threats, vulnerabilities, impacts, controls, and ownership.
Therefore, it is most important to update entrieswhen aspects of the risk scenario change-for example, when a new control is implemented, business processes change, threat activity increases, or the magnitude of impact alters. Waiting until KRI thresholds are reached may delay updating until risk is already elevated. Updating only when internal audit requires it or just before a periodic review undermines real-time visibility and decision-making. Timely updates when the scenario changes support effective monitoring, reporting, and governance, ensuring that management decisions are based on current, not outdated, risk information.
Reference:CRISC Review Manual - Risk and Control Monitoring and Reporting (risk register maintenance).
NEW QUESTION # 933
The risk appetite for an organization could be derived from which of the following?
Answer: B
NEW QUESTION # 934
Which of the following is the MOST important foundational element of an effective three lines of defense
model for an organization?
Answer: C
Explanation:
The most important foundational element of an effective three lines of defense model for an organization is
clearly defined roles and responsibilities. The three lines of defense model is a framework that outlinesthe
roles and responsibilities of different functions or groups within the organization in relation to risk
management and internal control1. The three lines of defense are:
The first line of defense, which consists of the operational management and staff who own and manage the
risks associated with their activities and processes. They are responsible for identifying, assessing, and
mitigating the risks, as well as designing, implementing, and operating the controls.
The second line of defense, which consists of the specialized functions or units that provide oversight,
guidance, and support to the first line of defense in managing the risks and controls. They are responsible for
developing and maintaining the risk management framework, policies, and standards, as well as monitoring
and reporting on the risk and control performance.
The third line of defense, which consists of the internal audit function that provides independent and objective
assurance on the effectiveness and efficiency of the risk management and internal control system. They are
responsible for evaluating and testing the design and operation of the risks and controls, as well as reporting
and recommending improvements to the senior management and the board. Clearly defined roles and
responsibilities are essential for ensuring that the three lines of defense model works effectively and
efficiently. They help to avoid confusion, duplication, or gaps in the risk management and internal control
activities, as well as to ensure accountability, coordination, and communication among the different functions
or groups. They also help to establish the appropriate level of independence, authority, and competence for
each line of defense, as well as to align the risk management and internal control objectives and strategies
with the organization's goals and values2. The other options are not the most important foundational element
of an effective three lines of defense model for an organization, as they are either less relevant or less specific
than clearly defined roles and responsibilities. A robust risk aggregation tool set is a set of methods or
techniques that enable the organization to collect, consolidate, and analyze the risk data and information from
different sources, levels, or perspectives. A robust risk aggregation tool set can help to enhance the risk
identification, assessment, and reporting processes, as well as to support the risk decision making and
prioritization. However, a robust risk aggregationtool set is not the most important foundational element of an
effective three lines of defense model for an organization, as it does not address the roles and responsibilities
of the different functions or groups in relation to risk management and internal control. A well-established
risk management committee is a group of senior executives or managers who are responsible for overseeing
and directing the risk management activities and performance of the organization. A well-established risk
management committee can help to ensure the alignment and integration of the risk management objectives
and strategies with the organization's goals and values, as well as to provide guidance and support to the
different functions or groups involved in risk management and internal control. However, a well-established
risk management committee is not the most important foundational element of an effective three lines of
defense model for an organization, as it does not cover theroles and responsibilities of the operational
management and staff, the specialized functions or units, or the internal audit function. Well-documented and
communicated escalation procedures are the steps or actions that are taken to report and resolve any issues or
incidents that may affect the risk management and internal control activities or performance of the
organization. Well-documented and communicated escalation procedures can help to ensure the timely and
appropriate response and resolution of the issues or incidents, as well as to inform and involve the relevant
stakeholders and authorities. However, well-documented and communicated escalation procedures are not the
most important foundational element of an effective three lines of defense model for an organization, as they
do not define the roles and responsibilities of the different functions or groups in relation to risk management
and internal control. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter
3, Section 3.1.1, Page 85.
NEW QUESTION # 935
An organization wants to develop a strategy to mitigate the risk associated with unethical actions by stakeholders. Which of the following should be done FIRST?
Answer: A
Explanation:
The correct answer is B because the first step is to define expected ethical behavior. A policy establishes the standard, responsibilities, required conduct, and prohibited conduct. After the policy exists, the organization can train employees, communicate sanctions, and establish reporting or incentive mechanisms. ISACA describes policies as documents that formally communicate required and prohibited activities and behaviors to guide enterprise operations and compliance requirements.
This is also consistent with ISACA's Code of Professional Ethics, which guides professional and personal conduct, requires high standards of conduct and character, and states that failure to comply can lead to investigation and disciplinary measures. The uploaded CRISC notes further support that developing and practicing ethical behavior contributes most to building risk culture and that ethics awareness training supports professional ethics after expectations are established.
A, C, and D are useful supporting activities, but they should follow the policy. Training cannot be effective until the expected ethical behavior is defined, and sanctions or incentives should be based on the established ethics policy.
NEW QUESTION # 936
Which of the following is the MOST important consideration for a risk practitioner when making a system implementation go-live recommendation?
Answer: A
NEW QUESTION # 937
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