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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Risk Response and Mitigation | 20% | - Develop and implement controls
|
| Topic 2: IT Risk Identification | 26% | - Communicate risk analysis
|
| Topic 3: Monitoring and Reporting | 28% | - Key risk indicator (KRI) development
|
| Topic 4: IT Risk Assessment | 26% | - Risk analysis methodologies
|
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NEW QUESTION # 1357
An organization has operations in a location that regularly experiences severe weather events. Which of the
following would BEST help to mitigate the risk to operations?
Answer: C
Explanation:
The best way to mitigate the risk to operations caused by severe weather events is to develop a business
continuity plan (BCP). A BCP is a document that describes the procedures and resources needed to ensure the
continuity of the organization's critical functions and processes in the event of a disruption or disaster. A BCP
helps to identify the recovery objectives, strategies, and priorities, as well as the roles and responsibilities of
the recovery team members. A BCP also helps to prepare and test the recovery capabilities and resources,
such as alternate locations, backup systems, and communication channels. The other options are not as
effective as developing a BCP, although they may be part of the BCP process or outcomes. Preparing a cost-
benefit analysis to evaluate relocation, preparing a disaster recovery plan (DRP), and conducting a business
impact analysis (BIA) for an alternate location are all activities that can help to develop or implement a BCP,
but they are not the best way to mitigate the risk to operations. References = Risk and Information Systems
Control Study Manual, Chapter 5, Section 5.2.1, page 5-9.
NEW QUESTION # 1358
Mitigating technology risk to acceptable levels should be based PRIMARILY upon:
Answer: C
NEW QUESTION # 1359
Jane, the Director of Sales, contacts you and demands that you add a new feature to the software your project team is creating for the organization. In the meeting she tells you how important the scope change would be. You explain to her that the software is almost finished and adding a change now could cause the deliverable to be late, cost additional funds, and would probably introduce new risks to the project. Jane stands up and says to you, "I am the Director of Sales and this change will happen in the project." And then she leaves the room. What should you do with this verbal demand for a change in the project?
Answer: A
Explanation:
is incorrect. Including the verbal change request circumvents the project's change control system. Answer: D is incorrect. You may want to report Jane to the project sponsor, but you are not obligated to include the verbal change request. Answer: B is incorrect. Directing the project team to include the change request if they have time is not a valid option. The project manager and the project team will have all of the project team already accounted for so there is no extra time for undocumented, unapproved change requests.
NEW QUESTION # 1360
You are the Risk Official in Bluewell Inc. You have detected much vulnerability during risk assessment process. What you should do next?
Answer: C,D
Explanation:
and C are incorrect. These are the further steps that are taken after evaluating vulnerabilities. So, these are not immediate action after detecting vulnerabilities. Answer:B is incorrect. If detected vulnerabilities impose no/negligible threat on an enterprise then it is not cost effective to address it as risk.
NEW QUESTION # 1361
Which of the following is the MOST important consideration when developing an organization's risk taxonomy?
Answer: D
Explanation:
A risk taxonomy is a classification or categorization system that defines and organizes the risks that may affect the organization's objectives and operations. It includes the risk domains, categories, subcategories, elements, attributes, etc., and the relationships and dependencies among them. A risk taxonomy can help the organization to identify, analyze, evaluate, and communicate the risks, and to align them with the organization's strategy and culture.
The most important consideration when developing an organization's risk taxonomy is the business context, which is the set of internal and external factors and conditions that influence and shape the organization's objectives, operations, and performance. It includes the organization's vision, mission, values, goals, stakeholders, resources, capabilities, processes, systems, etc., as well as the market, industry, regulatory, social, environmental, etc., factors and conditions that affect the organization.
Considering the business context when developing an organization's risk taxonomy ensures that the risk taxonomy is relevant, appropriate, and proportional to the organization's needs and expectations, and that it supports the organization's objectives and values. It also helps to ensure that the risk taxonomy is consistent and compatible with the organization's governance, risk management, and control functions, and that it reflects the organization's risk appetite and tolerance.
The other options are not the most important considerations when developing an organization's risk taxonomy, because they do not address the fundamental question of whether the risk taxonomy is suitable and acceptable for the organization.
Leading industry frameworks are the established or recognized models or standards that provide the principles, guidelines, and best practices for the organization's governance, risk management, and control functions. Leading industry frameworks can provide useful references and benchmarks when developing an organization's risk taxonomy, but they are not the most important consideration, because they may not be specific or applicable to the organization's business context, and they may not reflect the organization's objectives and values.
Regulatory requirements are the rules or obligations that the organization must comply with, as imposed or enforced by the relevant authorities or regulators. Regulatory requirements can provide important inputs and constraints when developing an organization's risk taxonomy, but they are not the most important consideration, because they may not be comprehensive or sufficient for the organization's business context, and they may not support the organization's objectives and values.
IT strategy is the plan or direction that the organization follows to achieve its IT objectives and to align its IT resources and capabilities with its business objectives and needs. IT strategy can provide important inputs and alignment when developing an organization's risk taxonomy, but it is not the most important consideration, because it may not cover all the relevant or significant risks that may affect the organization's business context, and it may not reflect the organization's objectives and values. 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 175 CRISC Practice Quiz and Exam Prep
NEW QUESTION # 1362
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