CRISC Exam Dumps - Certified in Risk and Information Systems Control

The BEST information when determining whether to accept residual risk of a critical system to be implemented is the potential business impacts are within acceptable levels, because it indicates that the residual risk, which is the risk that remains after the risk response actions, does not exceed the risk tolerance and appetite of the organization, and that it does not pose a significant threat or disruption to the business objectives and processes. The potential business impacts are the consequences or outcomes of the residual risk on the organization’s performance, reputation, and value. The other options are not as informative as the potential business impacts, because:

Option A: Single loss expectancy (SLE) is a measure of the monetary loss that is expected from a single occurrence of a risk event, but it does not provide the best information when determining whether to accept residual risk, because it does not consider the frequency or probability of the risk event, or the qualitative aspects of the risk impact, such as customer satisfaction, employee morale, or regulatory compliance.

Option B: Cost of the information system is a measure of the total expenditure that is required to acquire, develop, operate, and maintain the information system, but it does not provide the best information when determining whether to accept residual risk, because it does not reflect the value or benefit of the information system, or the risk exposure or variation that the information system may introduce or encounter.

Option C: Availability of additional compensating controls is a measure of the alternative or supplementary controls that can be implemented to reduce the residual risk, but it does not provide the best information when determining whether to accept residual risk, because it does not indicate the effectiveness or efficiency of the compensating controls, or the cost-benefit analysis of implementing them. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 122.

After identifying new risk events during a project, the project manager’s next step should be to record the scenarios into the risk register, which is a document that records and tracks the identified risks, their causes, impacts, likelihood, responses, owners, and status. Recording the scenarios into the risk register helps to document and communicate the risks to the project team and stakeholders, and to facilitate the subsequent risk analysis and response processes. The other options are not the next steps, but rather the subsequent steps after recording the scenarios into the risk register. Determining if the scenarios need to be accepted or responded to is part of the risk evaluation and treatment process, which requires a prior risk analysis. Continuing with a qualitative or quantitative risk analysis is part of the risk assessment process, which requires a prior risk identification and documentation. References = Risk Register: A Project Manager’s Guide with Examples [2023] • Asana; Risk Identification in Project Management; 6.3. The 5 Steps of the Risk Management Process

The best time to conduct a risk analysis in a software development project is at each stage of the development life cycle. This is because risks can emerge or change at any point of the project, and they need to be identified, assessed, and managed as soon as possible. By conducting a risk analysis at each stage, the project team can ensure that the risks are aligned with the project objectives, scope, and deliverables, and that the appropriate risk responses are implemented and monitored. Conducting a risk analysis at each stage can also help to avoid or reduce the impact of potential issues, such as schedule delays, cost overruns, quality defects, and customer dissatisfaction. The other options are not the best time to conduct a risk analysis, although they may be useful or necessary depending on the project context and nature. Conducting a risk analysis during the business requirement definitions phase is important, but it is not sufficient, as the risks may change or evolve as the project progresses. Conducting a risk analysis before periodic steering committee meetings is a good practice, but it is not the only time to do so, as the risks may arise or escalate between the meetings. Conducting a risk analysis during the business case development is a part of the project initiation process, but it is not the most effective time, as the risks may not be fully known or understood at that stage. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2: Risk Identification, Section 2.1: Risk Identification Process, p. 79-80.

The risk practitioner should verify the cost-benefit of the new controls being implemented to ensure that they are aligned with the enterprise’s risk appetite and strategy, and that they provide value to the business. The other options are not as important as verifying the cost-benefit of the new controls, because:

Option A: Updating the risk register is a good practice, but it does not provide assurance that the new controls are effective and efficient.

Option B: Ensuring risk monitoring for the project is initiated is also a good practice, but it is not as urgent as verifying the cost-benefit of the new controls, which should be done before the project is closed.

Option C: Conducting and documenting a BIA is not relevant to the scenario, as the project is already completed and the new controls are implemented. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 184.

The MOST important consideration when developing IT risk scenarios is the potential threats and vulnerabilities that may have an impact on the business, because they are the key elements of a risk scenario that describe the sources and causes of the risk, and the potential consequences and impacts of the risk on the business objectives and processes. The other options are not as important as the potential threats and vulnerabilities, because:

Option A: The impact of controls on the efficiency of the business in delivering services is a secondary consideration that may affect the cost-benefit analysis of the risk response, but it does not directly affect the identification and assessment of the risk scenario.

Option B: Linkage of identified risk scenarios with enterprise risk management is a good practice that ensures the alignment and integration of the IT risk management with the overall enterprise risk management, but it does not directly affect the identification and assessment of the risk scenario.

Option D: Results of network vulnerability scanning and penetration testing are useful sources of information that may reveal some of the threats and vulnerabilities in the IT environment, but they are not the only or the most important consideration when developing IT risk scenarios, as they may not cover all the aspects and dimensions of the risk. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 104.

According to the CRISC Review Manual1, stakeholders are the individuals or groups that have an interest or stake in the outcome of the IT system and its risks. Stakeholders include the system owners, users, operators, developers, managers, auditors, regulators, and customers. It is most important to ensure that agreement is obtained from stakeholders when testing the security of an IT system, as this helps to define the scope, objectives, and expectations of the test, and to obtain the necessary authorization, support, and resources for the test. Agreement from stakeholders also helps to avoid any conflicts, disruptions, or misunderstandings that may arise during or after the test, and to ensure the validity and acceptance of the test results and recommendations. References = CRISC Review Manual1, page 198, 224.

The best course of action when risk is found to be above the acceptable risk appetite is to execute the risk response plan, which is the set of actions and measures that are designed to reduce, avoid, transfer, or accept the risk. The risk response plan is based on the risk assessment results, the risk appetite and tolerance of the organization, and the cost-benefit analysis of the risk response options. The risk response plan helps to achieve the optimal balance between the potential benefits and threats of the risk, and to align the risk decisions with the organizational objectives and context. The other options are not the best courses of action, as they are either too passive or too reactive in dealing with the risk. Reviewing risk tolerance levels may help to adjust the acceptable variation between the risk thresholds and the business objectives, but it does not address the actual risk level or impact. Maintaining the current controls may help to prevent the risk from increasing further, but it does not reduce the existing risk exposure or mitigation. Analyzing the effectiveness of controls may help to identify the gaps or weaknesses in the current risk management, but it does not implement the necessary improvements or changes. References = Risk Response Plan in Project Management: Key Strategies & Tips; A Practitioner’s Guide to Ethical Decision Making; How to Manage Project Risk: A 5-Step Guide

 A policy exception is a deviation from the established policies, standards, or procedures of the enterprise, such as the information security policy. A policy exception may be granted by the management when there is a valid business reason or justification for the deviation, and when the risk associated with the deviation is acceptable or mitigated. The best course of action when a business unit has decided to accept the risk of implementing an off-the-shelf, commercial software package that uses weak password controls is to obtain management approval for policy exception. This will ensure that the business unit is aware of the implications and consequences of the policy exception, and that the management agrees with the risk acceptance and approves the policy exception. The other options are not the best course of action, as they involve different risk response strategies or outcomes:

Develop an improved password software routine means that the business unit modifies or enhances the password controls of the software package, such as by increasing the password length, complexity, or expiration. This may not be a feasible or effective way to address the risk of weak password controls, as it may violate the terms and conditions of the software vendor, or may not be compatible or consistent with the software package.

Select another application with strong password controls means that the business unit replaces the software package with another application that has better password controls, such as by using encryption, authentication, or authorization. This may not be a desirable or efficient way to address the risk of weak password controls, as it may incur additional costs, delays, or complexities, or may not meet the business requirements or expectations of the business unit.

Continue the implementation with no changes means that the business unit proceeds with the software package without any modifications or improvements to the password controls, or without any approval or documentation of the policy exception. This may not be a responsible or ethical way to address the risk of weak password controls, as it may expose the enterprise to legal, financial, or reputational risks, or may compromise the security or compliance of the enterprise. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 3, Section 3.4.1.1, pp. 121-122.