How to Easily Pass the Isaca CRISC Exam: Expert Advice

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 most effective way to mitigate the risk of unintentional data disclosure through the use of social media sites is to conduct user awareness training. User awareness training is a process of educating and informing the users about the security policies, procedures, and practices that are relevant and applicable to their roles and responsibilities. User awareness training can help to increase the knowledge, understanding, and compliance of the users regarding the data protection and privacy requirements, and the potential risks and consequences of data disclosure through social media sites. User awareness training can also help to influence the behavior, attitude, and culture of the users toward data security and privacy. The other options are not as effective as conducting user awareness training, as they are related to the technical, procedural, or contractual measures to mitigate the risk, not the human or behavioral measures to mitigate the risk. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

Data privacy protection is the process of safeguarding the personal information of individuals from unauthorized access, use, disclosure, modification, or destruction. Personal information is any information that can be used to identify, locate, or contact an individual, such as name, address, phone number, email, social security number, etc. When there are plans for a business initiative to make use of personal information, the primary consideration related to data privacy protection is to do not collect or retain data that is not needed. This means that the organization should only collect the minimum amount of personal information that is necessary for the purpose of the business initiative, and should only retain the data for as long as it is required by law or business needs. By doing so, the organization can reduce the risk of data breaches, comply with the data protection regulations, respect the data subjects’ rights, and enhance the trust and reputation of the organization. References = CRISC Review Manual, 7th Edition, page 159.

The best way to provide assurance of the effectiveness of vendor security controls is to require independent control assessments. Independent control assessments are evaluations of the vendor’s security controls by a third-party auditor or assessor, such as an external auditor, a certification body, or a testing laboratory. Independent control assessments provide an objective and unbiased opinion on the adequacy and performance of the vendor’s security controls, as well as the compliance with relevant standards and regulations. Independent control assessments can also provide evidence and assurance to the customers of the vendor’s security posture and capabilities. Reviewing vendor control self-assessments (CSA), vendor service level agreement (SLA) metrics, or vendor references from existing customers are not as reliable or credible as independent control assessments, because they may be biased, incomplete, or outdated.

Optimizing resource utilization is the main reason for prioritizing IT risk responses, as it helps to allocate resources to the most critical and urgent risks. The other options are not the main reasons for prioritizing IT risk responses, although they may be related to the process.

The best indicator of executive management’s support for IT risk mitigation efforts is the number of executives attending IT security awareness training. This shows that the executives are committed to enhancing their knowledge and skills on IT security issues, and that they are setting a positive example for the rest of the organization. The number of stakeholders involved in IT risk identification workshops, the percentage of corporate budget allocated to IT risk activities, and the percentage of incidents presented to the board are other possible indicators, but they are not as strong as the number of executives attending IT security awareness training. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 7; CRISC Review Manual, 6th Edition, page 202.

The software version is the component of a software inventory that best enables the identification and mitigation of known vulnerabilities. The software version is the specific release or update of a software product that has a unique identifier, such as a number or a name. The software version indicates the features, functions, and security patches that are included in the software product. By knowing the software version, the organization can compare it with the latest available version and identify any missing or outdated security fixes. The organization can then mitigate the known vulnerabilities by updating or upgrading the software to the latest version. The other components of a software inventory, such as the assigned software manager, the software support contract expiration, and the software licensing information, are not as directly related to the identification and mitigation of known vulnerabilities, although they may provide some contextual or administrative information. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.3.2, page 2-25.

The best course of action when an organization wants to reduce likelihood in order to reduce a risk level is to implement preventive measures. Likelihood is the probability or chance of a risk occurring, and risk level is the combination of likelihood and impact of a risk. Preventive measures are controls that are designed to prevent or deter the occurrence of a risk, such as policies, standards, procedures, guidelines, etc. Implementing preventive measures is the best course of action, because it helps to reduce the likelihood of a risk, and consequently, the risk level. Implementing preventive measures also helps to protect and enhance the organization’s objectives, performance, and improvement. The other options are not the best course of action, although they may be related to the risk management process. Monitoring risk controls, implementing detective controls, and transferring the risk are all activities that can help to manage or mitigate the risks, but they do not necessarily reduce the likelihood or the risk level. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.1, page 4-21.

The most helpful information to review when determining a system’s criticality is the associated business impact analysis (BIA). A BIA is a process of identifying and evaluating the potential effects of disruptions to the organization’s critical business functions and processes. A BIA can help to determine the system’s criticality by assessing its impact on the organization’s objectives, performance, and value. Process flow, service level agreement (SLA), and system architecture are other possible information sources, but they are not as helpful as the BIA. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 4; CRISC Review Manual, 6th Edition, page 153.

 The greatest benefit of identifying appropriate risk owners is that accountability is established for risk treatment decisions. Risk owners are the individuals or groups who are responsible and accountable for managing a specific risk and its associated actions and outcomes. By identifying appropriate risk owners, the organization can ensure that the risk treatment decisions are made by the people who have the authority, knowledge, and interest in the risk. Stakeholders being consulted, risk owners being informed, and responsibility being established are other possible benefits, but they are not as great as accountability being established. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 8; CRISC Review Manual, 6th Edition, page 97.

The primary purpose of creating and documenting control procedures is to help manage risk to acceptable tolerance levels. Control procedures are the specific actions or steps that are performed to achieve the control objectives and mitigate the risks. Control procedures should be documented to provide clear guidance, consistency, and accountability for the control activities. Documenting control procedures also helps to monitor and evaluate the effectiveness and efficiency of the controls, and to identify and address any gaps or weaknesses. The other options are not the primary purpose of creating and documenting control procedures, although they may be secondary benefits or outcomes. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.3.2, page 1-15.

The best way to reduce the risk associated with the theft of a laptop containing sensitive information is to use data encryption. Data encryption is a process that transforms the data into an unreadable or unintelligible format, using a secret key or algorithm, to protect the data from unauthorized access or disclosure. Data encryption helps to reduce the risk of data theft, because even if the laptop is stolen, the data on the laptop cannot be accessed or used by the thief without the proper key or algorithm. Data encryption also helps to comply with the relevant laws, regulations, standards, and contracts that may require the protection of sensitive data. The other options are not as effective as data encryption, although they may provide some protection for the laptop or the data. A cable lock, a periodic backup, and a biometrics access control are all examples of physical or logical controls, which may help to prevent or deter the theft of the laptop, or to recover or restore the data on the laptop, but they do not necessarily protect the data from unauthorized access or disclosure if the laptop is stolen. References = 8

The best way to enable a risk practitioner to understand management’s approach to organizational risk is to know the risk appetite and risk tolerance of the organization. Risk appetite is the amount and type of risk that an organization is willing to pursue, retain, or take in order to achieve its objectives. Risk tolerance is the amount and type of risk that an organization is willing to accept in relation to specific performance measures, such as availability, reliability, or security. Risk appetite and risk tolerance reflect the management’s attitude, preferences, and expectations towards risk, and guide the risk management process, such as risk identification, assessment, response, and monitoring. The other options are not as effective as knowing the risk appetite and risk tolerance, although they may provide some input or context for understanding the management’s approach to organizational risk. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.1, page 1-8.

 The best time to identify the risk associated with a major project to determine a mitigation plan is the project initiation phase. The project initiation phase is the first phase of the project management process, where the project is defined, authorized, and planned. The project initiation phase includes the activities of developing the project charter, identifying the stakeholders, and defining the scope and objectives of the project. The project initiation phase is the best time to identify the risk associated with the project, as it provides the opportunity to understand the project context, requirements, and expectations, and to establish the risk management framework, process, and plan. By identifying the risk early in the project, the mitigation plan can be integrated with the project plan, and the resources, budget, and schedule can be allocated accordingly. The other options are not as optimal as the project initiation phase, as they are related to the execution, closing, or planning of the project, not the definition or authorization of the project. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.1: IT Risk Management Process, page 15.

The most important activity when conducting a post-implementation review as part of the system development life cycle (SDLC) is to verify that the project objectives are met. The project objectives are the specific and measurable outcomes that the project aims to achieve. By verifying that the project objectives are met, the post-implementation review can evaluate the success and value of the project, and identify the lessons learned and best practices for future projects. Identifying project cost overruns, leveraging an independent review team, and reviewing the project initiation risk matrix are other possible activities, but they are not as important as verifying that the project objectives are met. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 4; CRISC Review Manual, 6th Edition, page 153.

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.

The greatest concern for a risk practitioner with the use of a vulnerability scanning tool is the inaccurate reporting of results. A vulnerability scanning tool is a software that scans the network or system for known vulnerabilities and generates a report of the findings. However, the tool may produce false positives (reporting vulnerabilities that do not exist) or false negatives (missing vulnerabilities that do exist). This can lead to incorrect risk assessment, ineffective risk response, and wasted resources. Increased time to remediate vulnerabilities, increased number of vulnerabilities, and network performance degradation are other possible concerns, but they are not as critical as the inaccurate reporting of results. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 7; CRISC Review Manual, 6th Edition, page 202.

 The primary purpose of using key risk indicators (KRIs) to illustrate changes in the risk profile is to communicate risk trends to stakeholders. KRIs are metrics that provide an early warning of increasing risk exposure in various areas of the organization. By using KRIs to illustrate changes in the risk profile, the organization can communicate the risk trends to the stakeholders, such as the board, senior management, business units, and external parties, and enable them to take appropriate actions to manage the risk. Assigning ownership of emerging risk scenarios, highlighting noncompliance with the risk policy, and identifying threats to emerging technologies are other possible purposes, but they are not as important as communicating risk trends to stakeholders. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

 A source code review is the process of examining and analyzing the source code of an application to identify any vulnerabilities, errors, or flaws that may compromise the security, functionality, or performance of the application. A source code review is the most effective way to identify an application backdoor prior to implementation, as it can detect any hidden or unauthorized code that may allow unauthorized access, bypass security controls, or execute malicious commands. A source code review can also help to improve the quality and reliability of the application, and ensure compliance with the coding standards and best practices. References = CRISC Review Manual, 7th Edition, page 181.

Risk appetite is the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk appetite is influenced by various factors, such as the organization’s mission, vision, values, culture, stakeholders, resources, capabilities, etc. However, the factor that has the greatest influence on the organization’s risk appetite is the business objectives and strategies, which are the desired outcomes and the plans to achieve them. The business objectives and strategies define the direction and scope of the organization, and the risk appetite reflects the level of risk that the organization is prepared to take to accomplish them. The risk appetite should be aligned with the business objectives and strategies, and should provide guidance for the risk management activities and decisions. References = CRISC Review Manual, 7th Edition, page 61.

The most helpful factor to align when defining thresholds for control key performance indicators (KPIs) is the control performance with the risk tolerance of business owners. Control KPIs are metrics that measure the effectiveness and efficiency of the controls that are implemented to mitigate the risks. By aligning the control performance with the risk tolerance of business owners, the thresholds for control KPIs can reflect the acceptable level of risk and the desired level of control for the business processes and objectives. Information risk assessments with enterprise risk assessments, key risk indicators (KRIs) with risk appetite of the business, and control KPIs with audit findings are other possible factors to align, but they are not as helpful as control performance with risk tolerance of business owners. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

The most important risk consideration when the global company’s business continuity plan (BCP) requires the transfer of its customer information to a cloud computing environment in the event of a disaster is that the cloud computing environment is shared with another company. A cloud computing environment is a service model that provides on-demand access to a shared pool of computing resources, such as servers, storage, networks, and applications. A shared cloud computing environment means that the same computing resources are used by multiple customers or tenants, and that the data and activities of one customer may affect or be affected by the data and activities of another customer. This may pose a significant risk to the security, privacy, and availability of the customer information, as it may be exposed, accessed, modified, or deleted by unauthorized or malicious parties. The other options are not as important as the cloud computing environment being shared with another company, as they are related to the differences, agreements, or cultures of the company or the country, not the environment or the platform of the customer information transfer. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

Appropriate resources contribute most to the effective implementation of risk responses. Resources include people, time, money, equipment, and materials that are needed to execute the risk responses. Without appropriate resources, the risk responses may not be implemented properly, timely, or efficiently, and may not achieve the desired outcomes. The other options are not as important as appropriate resources, as they are related to the understanding, comparison, or documentation of the risk responses, which are less critical than the execution of the risk responses. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

To ensure that new IT policies address the enterprise’s requirements, it is important to involve the business owners who are the primary stakeholders of the IT services and processes. Business owners can provide valuable input on the business objectives, risks, and expectations that the IT policies should align with and support. By involving business owners in the policy development process, the IT policies will be more relevant, realistic, and acceptable to the business units. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.3: IT Risk Scenarios, page 23.

The control owner is the person who is responsible for ensuring that the control is designed to effectively address risk. The control owner is also responsible for implementing, operating, monitoring, and maintaining the control. The control owner should ensure that the control is aligned with the risk owner’s risk appetite and tolerance, and that the control is periodically reviewed and updated to reflect changes in the risk environment. The risk manager, the control tester, and the risk owner are not directly responsible for the design of the control, although they may provide input, feedback, or approval. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.3.2, page 1-15.

Implementing a data masking process is the best method to mitigate the risk of an unauthorized employee viewing confidential data in a database. Data masking is the process of replacing sensitive data with fictitious but realistic data, such as changing names, addresses, phone numbers, etc. Data masking protects the privacy and confidentiality of the data, while still allowing for testing, analysis, or training purposes. Implementing role-based access control, including sanctions in NDAs, and installing a DLP tool are also useful methods to reduce the risk of data exposure, but they are not as effective as data masking, which prevents the data from being accessed in the first place. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.1, page 3-21.

A control is a measure or action that is implemented to reduce the likelihood or impact of a risk event, or to enhance the benefits or opportunities of a risk event. A control owner is a person who is assigned the responsibility and authority for the design, implementation, operation, and maintenance of a control. A risk register is a tool that records and tracks the information about the identified risks, such as the risk description, category, owner, probability, impact, response strategy, status, and action plan. When an information security audit identified a risk resulting from the failure of an automated control, the person who is responsible for ensuring the risk register is updated accordingly is the control owner. The control owner should update the risk register with the information about the failed control, such as the cause, consequence, status, and action plan. The control owner should also monitor the performance and compliance of the control, and recommend any improvements or adjustments as needed.

 The most concerning issue for a risk practitioner reviewing an organization risk register is that several risk action plans have missed target completion dates. This indicates that the risk responses are not being implemented effectively or timely, and that the risk exposure may not be reduced as expected. Senior management accepting more risk than usual, risk associated with many assets being expressed in qualitative terms, and many risk scenarios being owned by the same senior manager are not as concerning as the missed deadlines, as they may reflect the risk appetite, tolerance, and culture of the organization. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 10; CRISC Review Manual, 6th Edition, page 140.

The best way to mitigate the risk to operations caused by severe weather events is to develop a business continuity plan (BCP). A BCP is a document that describes the procedures and resources needed to ensure the continuity of the organization’s critical functions and processes in the event of a disruption or disaster. A BCP helps to identify the recovery objectives, strategies, and priorities, as well as the roles and responsibilities of the recovery team members. A BCP also helps to prepare and test the recovery capabilities and resources, such as alternate locations, backup systems, and communication channels. The other options are not as effective as developing a BCP, although they may be part of the BCP process or outcomes. Preparing a cost-benefit analysis to evaluate relocation, preparing a disaster recovery plan (DRP), and conducting a business impact analysis (BIA) for an alternate location are all activities that can help to develop or implement a BCP, but they are not the best way to mitigate the risk to operations. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.2.1, page 5-9.

The next step for the risk practitioner when a key external technology supplier refuses to provide control design and effectiveness information is to review the supplier’s contractual obligations. The contract between the organization and the supplier should specify the terms and conditions for the provision of the service or function, including the requirements for control design and effectiveness information. By reviewing the contract, the risk practitioner can determine if the supplier is breaching the contract and take appropriate actions to enforce the contract or terminate the relationship. Escalating the non-cooperation to management, excluding applicable controls from the assessment, and requesting risk acceptance from the business process owner are other possible steps, but they are not as effective as reviewing the supplier’s contractual obligations. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 11; CRISC Review Manual, 6th Edition, page 144.

The board of directors’ response to identified risk factors is the best indicator of the risk appetite of an organization. The board of directors is the highest governing body of the organization, and it is responsible for setting the strategic direction, objectives, and risk appetite of the organization. The board of directors should also oversee the risk management process, and ensure that the risks are aligned with the organization’s goals and values. The board of directors’ response to identified risk factors reflects how much and what type of risk the organization is willing to pursue, retain, or take in order to achieve its objectives. The regulatory environment, the risk management capability, and the importance assigned to IT are not direct indicators of the risk appetite, although they may influence or constrain it. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.1, page 1-8.

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.

The best course of action for the risk practitioner who has identified that the agreed RTO with a SaaS provider is longer than the business expectation is to collaborate with the risk owner to determine the risk response plan. The risk owner is the person who has the authority and accountability to manage the risk within their scope of responsibility. The risk response plan is the document that describes the actions and resources needed to address the risk. By collaborating with the risk owner, the risk practitioner can help to analyze the gap between the agreed RTO and the business expectation, evaluate the potential impact and consequences, and select the most appropriate risk response option, such as avoiding, reducing, transferring, or accepting the risk. Documenting the gap in the risk register, including a right to audit clause in the service provider contract, or advising the risk owner to accept the risk are not the best courses of action, because they do not address the root cause of the problem, or provide a solution to reduce the risk to an acceptable level. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.3.1, page 4-23.

Risk exposure is the product of risk likelihood and risk impact ratings. It represents the potential loss or damage that may result from a risk event. After implementing countermeasures, the risk likelihood and/or impact ratings may change, depending on the effectiveness of the countermeasures. Therefore, the risk exposure must also change to reflect the updated risk ratings. The other components of the register, such as risk owner, risk impact rating, and risk likelihood rating, may or may not change depending on the nature and scope of the countermeasures. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.4: IT Risk Response, page 87.

The best approach for selecting controls to minimize risk is to perform a risk assessment. A risk assessment is a process that identifies, analyzes, and evaluates the risks that could affect the organization’s objectives or operations. A risk assessment helps to determine the likelihood and impact of the risks, and to prioritize them based on their severity and relevance. A risk assessment also helps to select the most appropriate and effective controls to minimize the risks, such as avoiding, reducing, transferring, or accepting the risks. A risk assessment is the best approach for selecting controls, because it helps to align the controls with the organization’s risk profile, risk appetite, and risk objectives, and to ensure that the controls are adequate, suitable, and cost-effective. The other options are not the best approach for selecting controls, although they may be part of or derived from the risk assessment. Industry best practice review, cost-benefit analysis, and control-effectiveness evaluation are all activities that can help to support or improve the control selection, but they are not the best approach for selecting controls. References = Risk and Information Systems Control Study Manual, Chapter 4, Section 4.2.1, page 4-13.

 The control environment is the set of standards, processes, and structures that provide the basis for carrying out internal control across the organization. The control environment is most effective when the controls perform as intended, meaning that they achieve their objectives, mitigate the risks, and comply with the policies and regulations. The other options are desirable attributes of the controls, but they do not necessarily indicate the effectiveness of the control environment. References = Risk and Information Systems Control Study Manual, Chapter 2: IT Risk Assessment, Section 2.3: IT Control Assessment, page 69.

 The best recommendation to address the situation where personal information from the production environment is required for testing purposes in non-production environments is to de-identify data before being transferred to the test environment. De-identification is the process of removing or modifying any personally identifiable information (PII) or other sensitive data from the data sets, such as names, addresses, phone numbers, email addresses, etc., so that the data cannot be traced back to specific individuals. De-identification protects the privacy and confidentiality of the data, while still allowing for testing, analysis, or training purposes. Enabling data encryption, preventing the use of production data, and enforcing multi-factor authentication are also useful measures, but they do not eliminate the risk of data breaches or unauthorized access to PII. References = Risk and Information Systems Control Study Manual, Chapter 3, Section 3.3.1, page 3-21.

The best way to resolve the concern where a control process has been implemented in response to a new regulatory requirement, but has significantly reduced productivity, is to escalate the issue to senior management. Senior management is the highest level of authority and responsibility in the organization, and they are responsible for setting the strategic direction, objectives, and risk appetite of the organization. Senior management should also oversee the risk management process, and ensure that the controls are aligned with the organization’s goals and values. Escalating the issue to senior management can help to find a balance between complying with the regulatory requirement and maintaining the productivity of the organization. The other options are not as effective or desirable as escalating the issue to senior management, because they either ignore the problem, violate the regulation, or compromise the control.

A risk practitioner is a person who is responsible for performing risk management activities, such as identifying, analyzing, evaluating, treating, monitoring, and communicating risks. When an organization is implementing a project to automate the purchasing process, including the modification of approval controls, the task that is the responsibility of the risk practitioner is to verify that the existing controls continue to properly mitigate the defined risk. This means that the risk practitioner should ensure that the automation and modification of the approval controls do not introduce new risks or change the existing risk profile, and that the controls are still effective and adequate for the purchasing process. The risk practitioner should also monitor the performance and compliance of the controls, and recommend any improvements or adjustments as needed. References = CRISC Review Manual, 7th Edition, page 177.

The best recommendation for a risk practitioner upon learning that an employee inadvertently disclosed sensitive data to a vendor is to invoke the incident response plan. An incident response plan is a document that defines the roles, responsibilities, procedures, and resources for detecting, analyzing, containing, eradicating, recovering, and reporting on security incidents that could affect the organization’s IT systems or data. An incident response plan helps to protect and restore the confidentiality, integrity, and availability of the organization’s information assets, and to comply with the relevant laws, regulations, standards, and contracts. Invoking the incident response plan is the best recommendation, because it helps to respond to and mitigate the security incident, and to minimize the damage and impact of the data disclosure. Invoking the incident response plan also helps to communicate and coordinate the incident response actions and strategies with the internal and external stakeholders, such as the data owners, users, custodians, and regulators, and to report and disclose the incident as required. The other options are not as effective as invoking the incident response plan, although they may be part of or derived from the incident response plan. Enrolling the employee in additional security training, conducting an internal audit, and instructing the vendor to delete the data are all examples of corrective or preventive actions, which may help to prevent or deter the recurrence of the data disclosure, or to verify or validate the data security, but they do not necessarily address or resolve the current security incident. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.4.1, page 5-32.

Risk tolerance and appetite are the expressions of the amount and type of risk that an organization is willing to accept in pursuit of its objectives. Risk tolerance is the acceptable level of variation that the organization is willing to allow for the outcome of its risk decisions. Risk appetite is the broad-based amount of risk that the organization is willing to accept in its activities. The primary objective of establishing an organization’s risk tolerance and appetite is to assist management in decision making, as they provide guidance and boundaries for the risk management activities and decisions. By establishing the risk tolerance and appetite, the organization can align its risk exposure with its strategic goals, optimize its risk-return trade-off, and enhance its risk culture and performance. References = CRISC Review Manual, 7th Edition, page 61.

The most relevant source to reference when updating security awareness training materials is the recent security incidents reported by competitors. This can help to illustrate the real-world threats and consequences of poor security practices, and to motivate the employees to follow the security policies and procedures. Risk management framework, risk register, and global security standards are other sources that may be useful, but they are not as relevant as the recent security incidents. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 9; CRISC Review Manual, 6th Edition, page 214.

A risk register is a tool that records and tracks the information about the identified risks, such as the risk description, category, owner, probability, impact, response strategy, status, and action plan. The most important consideration for effectively maintaining a risk register is to update it frequently, as the risk environment is dynamic and subject to change. By updating the risk register regularly, an organization can ensure that the risk information is current, accurate, and relevant, and that the risk responses are timely, appropriate, and effective. References = CRISC Review Manual, 7th Edition, page 99.

When performing a risk assessment of a new service to support a core business process, the first step is to identify the conditions that may cause disruptions to the service or the process. This involves identifying the sources and causes of potential risk events, such as natural disasters, cyberattacks, human errors, equipment failures, power outages, etc. that may affect the availability, integrity, or confidentiality of the service or the process. By identifying the conditions that may cause disruptions, the risk practitioner can then analyze the probability and impact of the risk events, evaluate the risk exposure, and determine the appropriate risk responses to ensure the continuity of operations. References = CRISC Review Manual, 7th Edition, page 66.

The most useful information to determine mitigating controls when a core data center went offline abruptly for several hours affecting many transactions across multiple locations is the root cause analysis. Root cause analysis is a technique that identifies the underlying factors or reasons that caused the problem or incident. Root cause analysis can help to understand the nature, scope, and impact of the problem or incident, and to prevent or reduce the recurrence or severity of the problem or incident in the future. Root cause analysis can also help to identify and prioritize the appropriate mitigating controls that address the root causes of the problem or incident. The other options are not as useful as root cause analysis, as they are related to the investigation, evaluation, or measurement of the problem or incident, not the resolution or prevention of the problem or incident. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk and Control Monitoring and Reporting, Section 4.4: Key Control Indicators, page 211.

Risk appetite is the broad-based amount of risk that an organization is willing to accept in its activities. Risk appetite reflects the level of risk that the organization is prepared to take to achieve its strategic goals, and provides guidance and boundaries for the risk management activities and decisions. The best way to balance the costs and benefits of managing IT risk is to prioritize and address risk in line with risk appetite, which means that the organization should identify, assess, treat, monitor, and communicate the risks that are within or exceed the risk appetite, and allocate the resources and efforts accordingly. By doing so, the organization can optimize its risk-return trade-off, align its risk exposure with its strategic objectives, and enhance its risk culture and performance. References = 5

A risk profile is a summary of the nature and level of risk that an organization faces. It includes information such as the sources, causes, and consequences of the risks, their likelihood and impact, their interrelationships and dependencies, and their alignment with the risk appetite and tolerance. A risk profile is influenced by various factors, such as the organization’s objectives, strategies, activities, processes, resources, capabilities, culture, etc. When defining a risk profile during the selection process for a new third party application, the stakeholder that is most important to include is the business process owner, who is the person who has the authority and responsibility for the design, execution, and performance of a business process. The business process owner can provide valuable input and insight into the requirements, expectations, and dependencies of the business process that will use the new third party application, and the potential risks and opportunities that may arise from the selection of the application. The business process owner can also help to prioritize and address the risks, and ensure that the risk profile is aligned with the business objectives and strategies. References = 5

When preparing a risk status report for periodic review by senior management, it is most important to ensure the report includes risk exposure in business terms. Risk exposure is the potential loss or harm that may result from a risk event. Expressing risk exposure in business terms can help senior management to understand the impact and significance of the risk on the organization’s objectives, performance, and value. A detailed view of individual risk exposures, a summary of incidents that have impacted the organization, and recommendations by an independent risk assessor are other possible contents of the report, but they are not as important as risk exposure in business terms. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 10; CRISC Review Manual, 6th Edition, page 140.

 The most important consideration when communicating the risk associated with technology end-of-life to business owners is the cost and benefit of the risk response options. Technology end-of-life is the situation when a technology product or service is no longer supported by the vendor or manufacturer, and may pose security, compatibility, or performance issues. The risk practitioner should communicate the cost and benefit of the possible risk responses, such as replacing, upgrading, or maintaining the technology, to the business owners, and help them to make informed and rational decisions. Security and availability, maintainability and reliability, and performance and productivity are other possible considerations, but they are not as important as the cost and benefit. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 8; CRISC Review Manual, 6th Edition, page 97.

 Understanding vulnerabilities associated with the use of the assets is the primary reason for a risk practitioner to review an organization’s IT asset inventory, as it helps to identify and assess the potential threats and risks to the assets. The other options are not the primary reasons for a risk practitioner to review an organization’s IT asset inventory, although they may be related to the process.