CRISC Exam Dumps - Certified in Risk and Information Systems Control

The result of a significant increase in the motivation of a malicious threat actor would be an increase in risk event likelihood. The likelihood of a risk event is influenced by the factors of threat, vulnerability, and exposure. The motivation of a threat actor is a key component of the threat factor, as it reflects the intent and capability of the actor to exploit a vulnerability. Therefore, a higher motivation would imply a higher probability of an attack. An increase in mitigating control costs, risk event impact, or cybersecurity premium are possible consequences of a risk event, but they are not directly affected by the motivation of the threat actor. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 6; CRISC Review Manual, 6th Edition, page 67.

The most useful information for a risk practitioner when planning response activities after risk identification is the risk priorities. Risk priorities are the order or ranking of the risks based on their level of importance or urgency. Risk priorities help the risk practitioner to focus on the most critical risks, and allocate the resources and efforts accordingly. Risk priorities are usually determined by using a combination of factors, such as the likelihood and impact of the risks, the risk appetite and tolerance of the organization, and the cost and benefit of the risk responses. The other options are not as useful as the risk priorities, although they may provide some input or context for the risk response planning. The risk register is the document that records the details of all identified risks, but it does not necessarily indicate the risk priorities. The risk appetite is the amount and type of risk that the organization is willing to pursue, retain, or take, but it does not specify the risk priorities. The risk heat maps are graphical tools that display the risk level of each risk based on the likelihood and impact, but they do not show the risk priorities. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.1, page 4-23.

 Scenario analysis is the best method to identify significant events that could impact an organization. Scenario analysis is the process of creating and evaluating hypothetical situations or scenarios that represent plausible outcomes of various events or actions. Scenario analysis helps to anticipate and prepare for potential risks and opportunities, as well as to test the robustness and resilience of the organization’s strategies and plans. Control analysis, vulnerability analysis, and heat map analysis are not as effective as scenario analysis, because they focus on the existing or current state of the organization, rather than the future or alternative states. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.2.1, page 4-13.

After entering a large number of low-risk scenarios into the risk register, it is most important for the risk practitioner to analyze changes to aggregate risk. Aggregate risk is the total amount and type of risk that the organization faces or accepts, considering all the individual and interrelated risk scenarios. Aggregate risk helps to measure and monitor the organization’s risk profile, risk appetite, and risk performance, and to support the risk decision-making and reporting processes. Analyzing changes to aggregate risk is important after entering a large number of low-risk scenarios, because even though the individual risk scenarios may have low likelihood or impact, they may still have a significant cumulative or combined effect on the organization’s objectives or operations. Analyzing changes to aggregate risk also helps to identify and prioritize the most critical or relevant risk scenarios, and to select the most appropriate and effective risk responses and strategies. The other options are not as important as analyzing changes to aggregate risk, although they may be part of or derived from the risk analysis process. Preparing a follow-up risk assessment, recommending acceptance of the risk scenarios, and reconfirming risk tolerance levels are all activities that can help to implement or update the risk management process, but they are not the most important after entering a large number of low-risk scenarios. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.1, page 4-25.

The primary risk management responsibility of the first line of defense is to implement risk treatment plans. The first line of defense is the operational management and staff who are directly involved in the execution of the business activities and processes. They are responsible for identifying, assessing, and responding to the risks that affect their objectives and performance. Implementing risk treatment plans means applying the appropriate risk response strategies and actions to address the identified risks, and monitoring and reporting the results and outcomes of the risk treatment. The other options are not as primary as implementing risk treatment plans, as they are related to the validation, establishment, or review of the risk management process, not the execution of the risk management process. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.1: IT Risk Management Process, page 15.

The standard operating procedure (SOP) statement that best illustrates appropriate risk register maintenance is to remove risk when mitigation results in residual risk within tolerance levels. Residual risk is the risk that remains after the risk response or mitigation has been applied. Tolerance levels are the acceptable or allowable ranges of variation or deviation from the expected or desired outcomes or objectives. When the mitigation results in residual risk within tolerance levels, it means that the risk has been reduced or managed to an acceptable or satisfactory level, and that no further action or monitoring is required. Therefore, the risk can be removed from the risk register, as it is no longer a significant or relevant risk for the organization. The other options are not as appropriate as removing risk when mitigation results in residual risk within tolerance levels, as they are related to the transfer, acceptance, or change of the risk, not the removal of the risk. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.4: IT Risk Response, page 87.

The potential scenario that presents the greatest risk to an organization when implementing a new database technology is that data may not be recoverable due to system failures. Data recovery is the process of restoring or retrieving data that has been lost, corrupted, or damaged due to system failures, such as hardware malfunctions, software errors, power outages, or natural disasters. Data recovery is essential for the continuity and integrity of the organization’s operations and information, as data is one of the most valuable and critical assets of the organization. Data recovery is also important for the compliance and accountability of the organization, as data may be subject to legal or regulatory requirements, such as retention, backup, or audit. Data recovery may be challenging or impossible when implementing a new database technology, because the new technology may not be compatible or interoperable with the existing systems, applications, or backups, or because the new technology may not have adequate or tested recovery mechanisms or procedures. Data recovery may also be costly or time-consuming when implementing a new database technology, because the new technology may require additional or specialized resources, tools, or expertise, or because the new technology may involve large or complex data sets or structures. The other options are not as risky as data recovery, although they may also pose some difficulties or limitations for the new database technology implementation. The organization may not have a sufficient number of skilled resources, application and data migration cost for backups may exceed budget, and the database system may not be scalable in the future are all factors that could affect the feasibility and sustainability of the new database technology, but they do not directly affect the continuity and integrity of the organization’s operations and information. References = 2

The next thing that the risk practitioner should do from a risk management perspective when the organization is considering the adoption of an aggressive business strategy to achieve desired growth is to identify new threats resulting from the new business strategy. A threat is a potential cause of an unwanted incident that may affect the achievement of the objectives. An aggressive business strategy is a strategy that involves pursuing high-risk, high-reward opportunities or initiatives to gain a competitive advantage or a significant market share. An aggressive business strategy may introduce new threats or increase the likelihood or impact of existing threats, such as market volatility, regulatory changes, customer dissatisfaction, or competitor retaliation. Therefore, the risk practitioner should identify the new threats resulting from the new business strategy, and assess their potential consequences and implications for the organization. The other options are not as immediate as identifying new threats resulting from the new business strategy, as they are related to the update, information, or measurement of the risk management process, not the identification or analysis of the risk. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.3: IT Risk Scenarios, page 23.