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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Monitoring and Control | 22% | - Risk Monitoring
|
| Topic 2: IT Risk Assessment | 20% | - Risk Analysis and Evaluation
|
| Topic 3: Risk Response and Reporting | 32% | - Risk Treatment Options
|
| Topic 4: Governance | 26% | - Enterprise Risk Management Framework
|
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NEW QUESTION # 175
A root because analysis indicates a major service disruption due to a lack of competency of newly hired IT
system administrators Who should be accountable for resolving the situation?
Answer: D
Explanation:
The person who should be accountable for resolving the situation where a root cause analysis indicates a
major service disruption due to a lack of competency of newly hired IT system administrators is the chief
information officer (CIO). The CIO is the senior executive who is responsible for the overall management and
governance of the IT function within the organization, including the IT strategy, objectives, policies,
processes, and resources. The CIO is also accountable for the performance and value of the IT services and
systems, and for ensuring that they meet the needs and expectations of the business and its stakeholders. The
CIO should be accountable for resolving the situation, because it involves a major IT service disruption that
could affect the organization's operations and reputation, and because it is related to the IT staff competency
and capability, which are under the CIO's authority and responsibility. The other options are not as
accountable as the CIO, although they may have some roles or involvement inthe situation. The HR training
director, the business process owner, and the HR recruitment manager are not directly responsible for the IT
function or the IT service delivery, and they may not have the authority or the expertise to resolve the
situation. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.1.1, page 2-
3.
NEW QUESTION # 176
Which of the following is MOST important for developing effective key risk indicators (KRIs)?
Answer: A
Explanation:
Key risk indicators (KRIs) are metrics used by organizations to monitor and assess potential risks that may
impact their objectives and performance. KRIs also provide early warning signals that help organizations
identify, analyze, and address risks before they escalate into significant issues1. Effective KRIs are thosethat
are relevant, measurable, predictable, comparable, and informational2. The most important factor for
developing effective KRIs is including input from risk and business unit management, as they are the persons
who have the best understanding of the risk environment, the risk appetite and tolerance, and the risk factors
and impacts of the organization. By including input from risk and business unit management, the organization
can ensure that the KRIs are aligned with the organization's strategy, vision, and mission, and that they reflect
the current and emerging risks and their potential consequences. Engaging sponsorship by senior
management, utilizing data and resources internal to the organization, and developing in collaboration with
internal audit are not the most important factors for developing effective KRIs, as they do not provide the
same level of insight and relevance as including input from risk and business unit management. Engaging
sponsorship by senior management is a factor that involves obtaining the support and approval of the senior
leaders who have the authority and accountability for the organization's performance and governance.
Engaging sponsorship by senior management can help to promote the importance and value of KRIs, and to
ensure their communication and implementation across the organization, but it does not ensure that the KRIs
are appropriate and accurate for the organization's risk profile. Utilizing data and resources internal to the
organization is a factor that involves using the information and assets that are available within the
organization to support or enable the development of KRIs. Utilizing data and resources internal to the
organization can help to enhance the quality and reliability of KRIs, and to reduce the cost and complexity of
obtaining external data and resources, but it does not ensure that the KRIs are comprehensive and consistent
with the organization's risk environment. Developing in collaboration with internal audit is a factor that
involves working with the internal audit function that provides independent and objective assurance and
advice on the adequacy and effectiveness of the organization's risk management. Developing in collaboration
with internal audit can help to improve the validity and compliance of KRIs, and to provide feedback and
recommendations for improvement, but it does not ensure that the KRIs are relevant and realistic for the
organization's risk objectives and strategies. References = 1: Key Risk Indicators: A Practical Guide |
SafetyCulture2: KRI Framework for Operational Risk Management | Workiva3: [Risk and Information
Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.1: Key
Risk Indicators, pp. 181-185.]
NEW QUESTION # 177
Which of the following roles is BEST suited to help a risk practitioner understand the impact of IT-related
events on business objectives?
Answer: B
Explanation:
Process owners are the best suited to help a risk practitioner understand the impact of IT-related events on
business objectives, as they have the responsibility and authority over the design, execution, and performance
of business processes. Process owners are also accountable for the risks and controls associated with their
processes, and they can provide valuable input and feedback on the likelihood and impact of IT-related events
on the process outcomes and objectives.
The other options are not the best suited to help a risk practitioner understand the impact of IT-related events
on business objectives. IT management is responsible for the delivery and support of IT services and
solutions, but they may not have the full visibility or understanding of the business objectives and processes.
Internal audit is responsible for providing independent and objective assurance and consulting services on the
effectiveness and efficiency of governance, risk management, and control processes, but they may not have
the direct involvement or influence on the business objectives and processes. Senior management is
responsible for settingthe strategic direction and objectives of the organization, but they maynot have the
detailed knowledge or experience of the business processes and their risks and controls. References = IT Risk
Manager: Skills and Roles & Responsibilities, IT Risk Resources | ISACA, Managing information technology
risk | Business Queensland
NEW QUESTION # 178
Which of the following is MOST helpful in preventing risk events from materializing?
Answer: A
Explanation:
Key risk indicators (KRIs) are metrics that provide early warning signals of potential risk events or changes in the risk profile of an organization. They help to monitor the risk exposure and performance of the organization against its risk appetite and tolerance. They also enable timely and proactive risk responses and mitigation actions. Establishing KRIs is the most helpful in preventing risk events from materializing, as they can alert the organization of emerging risks and trigger preventive measures before the risks become significant or materialize. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.1, p. 114-115
NEW QUESTION # 179
Reviewing historical risk events is MOST useful for which of the following processes within the risk
management life cycle?
Answer: A
Explanation:
Reviewing historical risk events is most useful for the risk assessment process within the risk management life
cycle. Risk assessment is the process of identifying, analyzing, and evaluating the risks that may affect the
project or the organization1. Reviewing historical risk events can help to:
Identify the sources, causes, and consequences of past risks and learn from the successes and failures of
previous projects or organizations
Analyze the likelihood and impact of potential risks based on historical data and trends, and use statistical
methods or models to estimate the probability and severity of risk scenarios
Evaluate the level of risk exposure and compare it with the risk appetite and tolerance of the project or the
organization, and prioritize the risks that need further attention or action
Use historical risk events as inputs or examples for risk identification and analysis techniques, such as
brainstorming, checklists, interviews, surveys, SWOT analysis, root cause analysis, or Monte Carlo
simulation2
References = Risk and Information Systems Control Study Manual, Chapter 5: Risk Assessment Process3
NEW QUESTION # 180
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