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| Section | Weight | Objectives |
|---|---|---|
| GRC Key Concepts | 30% | - Integrated Action & Control Model™ - Reliably Acting with Integrity - Lines of Accountability™ Model - Reliably Addressing Uncertainty - Reliably Achieving Objectives - Measuring GRC Capability |
| GRC Capability Model - Learn Component | 15% | - Identifying stakeholder requirements - Understanding regulatory and operational context - Foundational knowledge and principles |
| GRC Capability Model - Align Component | 20% | - Aligning GRC with strategy and objectives - Defining governance structure and roles - Integrating GRC across functions |
| GRC Capability Model - Review Component | 10% | - Assuring performance and compliance - Driving improvement and adaptation - Evaluating effectiveness and maturity |
| GRC Capability Model - Perform Component | 25% | - Designing and implementing controls - Executing risk and compliance activities - Monitoring and responding to issues |
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NEW QUESTION # 54
(Which of the following is the ultimate goal of Total Performance?)
Answer: C
Explanation:
"Total Performance" in GRC-aligned performance and risk thinking refers to achieving organizational objectives in a way that is not narrowly optimized for a single outcome (profit, growth, or compliance), but balanced across the characteristics needed for sustainable success. Option D reflects the commonly used definition: total performance is the balance of effectiveness (achieving intended outcomes), efficiency (optimized use of resources), responsiveness (ability to sense and react to change), and resilience (ability to withstand disruption and recover). This aligns with integrated governance approaches that treat performance, risk, and compliance as interconnected-over-optimizing one dimension often weakens another (e.g., extreme efficiency can reduce resilience; growth can increase risk exposure). Boards and executives therefore use governance, risk appetite, internal control, and assurance mechanisms to sustain this balanced state over time.
Options A-C are important strategic goals for some organizations, but they are not the ultimate goal of total performance as defined in integrated GRC models.
NEW QUESTION # 55
In the IACM, what is the role of Compound/Accelerate Actions & Controls?
Answer: C
NEW QUESTION # 56
In the IACM, what is the role of Correct/Recover Actions & Controls?
Answer: A
Explanation:
Correct/Recover Actions & Controlsin theIACMfocus on responding to adverse events by minimizing their impact and restoring normal operations.
Key Points About Correct/Recover Actions & Controls:
* Purpose:
* These controls aim to reduce the harm caused by unfavorable events and ensure a swift recovery to stability or an improved state.
* Examples include incident response plans, disaster recovery measures, and corrective action processes.
* Alignment with Risk Management:
* Corrective and recovery actions are critical components of frameworks likeNIST CSFandISO
22301 (Business Continuity Management), which emphasize post-incident recovery.
Why Option B is Correct:
The role of Correct/Recover Actions & Controls is todecrease the impact of unfavorable eventsand restore the organization to its original or improved state after an incident.
Why the Other Options Are Incorrect:
* A: Damage assessment is part of the recovery process but does not fully capture the role of Correct
/Recover actions.
* C: Adherence to the code of conduct falls under compliance, not recovery controls.
* D: Preventing impact on profitability is not always possible; the focus is on recovery, not prevention.
References and Resources:
* ISO 22301:2019- Business Continuity Management Systems.
* NIST Cybersecurity Framework (CSF)- Focuses on corrective and recovery actions.
* COSO ERM Framework- Highlights recovery as part of the risk response process.
NEW QUESTION # 57
What are the two key factors that determine the level of assurance provided by an assurance provider?
Answer: A
NEW QUESTION # 58
(How is the effectiveness of the PERFORM component measured?)
Answer: C
Explanation:
In GRC capability and integrated control models, "PERFORM" focuses on executing actions and controls that achieve objectives while managing risk and meeting obligations. Measuring its effectiveness therefore centers on whether those actions/controls are well-designed (capable of preventing/detecting issues and enabling performance) and operating effectively (working consistently in practice). Option A reflects the standard GRC measurement approach used across internal control and assurance disciplines: design effectiveness asks
"would this control/action work if executed as intended?" and operating effectiveness asks "is it actually being executed reliably, by the right people, with evidence?" Feedback (B), ROI (C), and audits/inspections (D) can be useful inputs or techniques, but they are not the primary definition of effectiveness measurement for a control/action component. Audits, for example, are a mechanism used by assurance functions to test effectiveness, but the measurement itself is still grounded in design and operating effectiveness criteria.
NEW QUESTION # 59
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