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| Section | Weight | Objectives |
|---|---|---|
| GRC Capability Model - Learn Component | 15% | - Identifying stakeholder requirements - Foundational knowledge and principles - Understanding regulatory and operational context |
| GRC Key Concepts | 30% | - Integrated Action & Control Model™ - Lines of Accountability™ Model - Reliably Addressing Uncertainty - Reliably Acting with Integrity - Measuring GRC Capability - Reliably Achieving Objectives |
| GRC Capability Model - Perform Component | 25% | - Monitoring and responding to issues - Executing risk and compliance activities - Designing and implementing controls |
| GRC Capability Model - Align Component | 20% | - Defining governance structure and roles - Aligning GRC with strategy and objectives - Integrating GRC across functions |
| GRC Capability Model - Review Component | 10% | - Driving improvement and adaptation - Assuring performance and compliance - Evaluating effectiveness and maturity |
>> GRCP Reliable Practice Questions <<
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NEW QUESTION # 95
What is the role of likelihood and impact in measuring the effect of uncertainty on objectives?
Answer: C
NEW QUESTION # 96
Who has ultimate accountability (plenary accountability) for the governance, management, and assurance of performance, risk, and compliance in the Lines of Accountability Model?
Answer: A
Explanation:
TheFifth Line, or theGoverning Authority (Board), holdsultimate accountabilityfor the governance, management, and assurance of performance, risk, and compliance.
* Role of the Governing Authority:
* Sets the tone at the top by defining the mission, vision, and strategic objectives.
* Ensures proper oversight and accountability across all lines.
* Approves and monitors the effectiveness of risk management, performance, and compliance initiatives.
* Why Other Options Are Incorrect:
* B: The Second Line implements performance, risk, and compliance programs but does not have ultimate accountability.
* C: The First Line executes operational activities but does not govern or manage assurance.
* D: The Third Line provides independent assurance but is not accountable for governance and management.
References:
* COSO ERM Framework: Highlights the Governing Authority's accountability for enterprise risk and compliance.
* OCEG GRC Capability Model: Describes the plenary accountability of the Fifth Line.
NEW QUESTION # 97
What is the objective of improving actions and controls to address root causes and weaknesses associated with unfavorable events?
Answer: A
Explanation:
The primary objective of improving actions and controls is toaddress root causes and weaknessestoprevent the recurrence of unfavorable eventsand mitigate their impact.
* Key Objectives:
* Reduce thelikelihoodof similar unfavorable events occurring in the future.
* Minimize theharmcaused by such events if they do occur.
* Steps to Address Root Causes:
* Conduct thorough investigations to identify the underlying issues.
* Enhance or implement new controls to address identified gaps.
* Why Other Options Are Incorrect:
* A: Escalating incidents is part of incident management, not the improvement of controls.
* B: Incentives promote favorable conduct but do not address root causes.
* C: Disclosure decisions are a separate consideration from improving controls.
References:
* COSO ERM Framework: Highlights addressing root causes to strengthen controls.
* OCEG GRC Capability Model: Recommends continuous improvement of actions and controls.
NEW QUESTION # 98
In the Lines of Accountability Model, what is the role of the Second Line?
Answer: C
Explanation:
The Second Line in the Lines of Accountability Model focuses on oversight and support for the operational activities managed by the First Line.
Establishing Programs:
Second Line functions create risk management, compliance, and performance frameworks that guide the First Line in executing their responsibilities effectively.
Providing Oversight:
The Second Line monitors adherence to these frameworks and provides tools, policies, and standards to ensure alignment with organizational objectives and regulations.
Examples of Second Line Roles:
Compliance officers, risk managers, and internal control specialists.
Reference:
COSO ERM and Lines of Defense Model: Defines the role of the Second Line in overseeing and guiding risk management and compliance processes.
NEW QUESTION # 99
How can an organization evaluate the adequacy of current levels of residual risk/reward and compliance?
Answer: A
NEW QUESTION # 100
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