CRISC Isaca Certified in Risk and Information Systems Control Free Practice Exam Questions (2025 Updated)

Customizing the risk profile presentation ensures that stakeholders receive information in a format and context relevant to their roles. Tailored communication improves understanding, aligns risk discussions with decision-making needs, and ensures the stakeholders are equipped to act on the information effectively.

The best way to determine the value of information assets for risk management purposes is to assess the loss impact if the information is inadvertently disclosed, as this reflects the potential damage or harm that the organization may suffer due to a breach of confidentiality, integrity, or availability of the information. The loss impact can be measured in terms of financial, operational, reputational, legal, or regulatory consequences, depending on the nature, sensitivity, and criticality of the information. The loss impact can also help the organization to prioritize the protection and mitigation of the information assets, and to align the risk management strategy with the business objectives and risk appetite.

 The most likely cause for a risk practitioner to reassess risk scenarios is a change in the regulatory environment. A regulatory environment is the set of laws, rules, and standards that apply to an organization and its activities, such as data privacy, security, compliance, or governance. A change in the regulatory environment can occur due to various factors, such as new legislation, court rulings, enforcement actions, or industry trends. A change in the regulatory environment can affect the risk scenarios that the organization faces, as it may introduce new or modified risks, or alter the probability or impact of existing risks. For example, a new regulation may require the organization to implement additional or different controls, or to report or disclose more information, which may increase the cost, complexity, or vulnerability of the organization’s processes and systems. A change in the regulatory environment may also affect the risk appetite, tolerance, and capacity of the organization, as it may impose different requirements or expectations for the organization’s risk management performance and outcomes. Therefore, a risk practitioner should reassess the risk scenarios when there is a change in the regulatory environment, to ensure that the risk scenarios are accurate, complete, and relevant, and that the risk response strategies and plans are appropriate, effective, and compliant. The other options are not the most likely cause, although they may be related or influential to the riskscenarios. A change in the risk management policy is a change in the rules and guidelines that define how the organization manages its risks, such as the roles and responsibilities, the processes and procedures, the tools and techniques, or the reporting and communication. A change in the risk management policy can affect the risk scenarios, as it may change the way the organization identifies, analyzes, evaluates, and responds to the risks, but it does not directly create or modify the risks themselves. A major security incident is an event or situation that compromises the confidentiality, integrity, or availability of the organization’s information or systems, such as a data breach, a denial-of-service attack, or a ransomware infection. A major security incident can affect the risk scenarios, as it may indicate or reveal the existence or severity of the risks, or trigger or escalate the consequences of the risks, but it is not a cause, rather it is an effect of the risks. An increase in intrusion attempts is an increase in the frequency or intensity of the unauthorized or malicious attempts to access or exploit the organization’s information or systems, such as phishing, malware, or brute-force attacks. An increase in intrusion attempts can affect the risk scenarios, as it may increase the likelihood or impact of the risks, or expose or exacerbate the vulnerabilities of the organization’s processes and systems, but it is not a cause, rather it is a manifestation of the risks. References = Risk Scenarios Toolkit -ISACA, How to Write Strong Risk Scenarios and Statements - ISACA, The Impact of Regulatory Change on Business - Deloitte

According to the CRISC Review Manual1, a cable lock is a physical security device that attaches a laptop to a fixed object, such as a desk or a wall, to prevent unauthorized removal or theft. A cable lock is the best option to reduce the probability of laptop theft, as it acts as a deterrent and a barrier for potential thieves. A cable lock also helps to protect the confidentiality, integrity, andavailability of the data stored on the laptop, as well as the laptop itself. References = CRISC Review Manual1, page 253.

The most important concern when assigning multiple risk owners for an identified risk is that accountability may not be clearly defined. Accountability is the obligation of an individual or group to take responsibility for the risk and its associated actions and outcomes. If multiple risk owners are assigned for the same risk, there may be confusion, conflict, or overlap in their roles and responsibilities, and they may not be held accountable for the risk management performance. Risk ratings being inconsistently applied, different risk taxonomies being used, and mitigation efforts being duplicated are other possible concerns, but they are not as important as accountability not being clearly defined. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

According to the CRISC Review Manual (Digital Version), the primary goal of a risk awareness program is to reduce the risk to an acceptable level by increasing the knowledge and understanding of the risk among the stakeholders. A risk awareness program should:

Educate the stakeholders about the sources, types and impacts of IT-related risks

Explain the roles and responsibilities of the stakeholders in the risk management process

Promote a risk-aware culture that supports the risk appetite and risk tolerance of the organization

Provide guidance and tools for identifying, assessing, responding and monitoring IT-related risks

Encourage the reporting and escalation of risk issues and incidents

Reinforce the benefits and value of effective risk management

References = CRISC Review Manual (Digital Version), Chapter 4: IT Risk Monitoring and Reporting, Section 4.2: IT Risk Reporting, pp. 224-2251

Participation in the risk assessment may constitute a conflict of interest, because it may create a situation where the risk practitioner’s personal or professional interests or relationships interfere with their objectivity, independence, or impartiality in conducting the risk assessment. A conflict of interest is a type of risk that may compromise the integrity, quality, or validity of the risk assessment process and outcomes, and may damage the reputation or trust of the risk practitioner or the organization. A conflict of interest may arise when the risk practitioner has a direct or indirect connection or involvement with the subject or stakeholder of the risk assessment, such as a previous or current role, responsibility, or relationship, that may influence or bias theirjudgment or decision. Participation in the risk assessment may constitute a conflict of interest, as the risk practitioner may have a prior or residual interest or loyalty to the financialprocess team or the new critical application, and may not be able to assess the risk in a fair and unbiased manner.

The risk assessment team being overly confident of its ability to identify issues, the risk practitioner being unfamiliar with recent application and process changes, and the risk practitioner still having access rights to the financial system are all possible concerns with the request, but they are not the greatest concern, as they do not necessarily imply a conflict of interest, and they may be mitigated or resolved by other means, such as training, documentation, or review.

A risk map is the best method to ensure that the risk is measurable against the organization’s risk appetite, as it is a graphical tool that displays the level and priority of risks based on their likelihood and impact, as well as other factors such as velocity, persistence, and urgency. A risk map can help to compare and communicate the risk levels across different business units, processes, and projects, and to align them with the organization’s risk appetite and tolerance. A risk map can also help to identify the gaps and overlaps in risk management, and to support the decision making and resource allocation for risk response. A cause-and-effect diagram is a tool that helps to identify and analyze the root causes and consequences of a risk or a problem, but it does not measure the risk against the organization’s risk appetite. A maturity model is a tool that helps to assess and improve the capability and performance of a process or a function, but it does not measure the risk against the organization’s risk appetite. A technology strategy plan is a document that outlines the vision, goals, and objectives of the organization’s use of information and technology, but it does not measure the risk against the organization’s risk appetite. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Assessment, page 97.

A high-risk vulnerability in an application is a system flaw or weakness in the application’s code that can be exploited by a malicious actor, potentially leading to a security breach. The risk associated with a high-risk vulnerability in an application is the possibility and impact of such a breach occurring. The risk owner of a high-risk vulnerability in an application is the person or entity who has the authority and responsibility for managing the risk. The risk owner should be able to define the risk appetite, assess the risk level, select and implement the risk response, monitor and report the risk status, and ensure the risk alignment with the business objectives and strategy. The risk owner of a high-risk vulnerability in an application is the business unit, which is the organizational unit that operates the application and derives value from it. The businessunit understands the business needs and expectations of the application, and the potential consequences of a security breach. The business unit also has the resources and incentives to address the risk effectively and efficiently. Therefore, the business unit is the most appropriate risk owner of a high-risk vulnerability in an application. References = Why Assigning a Risk Owner is Important and How to Do It Right, CRISC 351-400 topic3, Foundations of Project Management : Week 2.

Multi-factor authentication (MFA)significantly reduces the risk of account compromise by requiring multiple forms of verification, such as a password and a one-time code, enhancing security beyond single-factor authentication methods.

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 andInformation Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.1: IT Risk Management Process, page 15.

The greatest challenge when implementing a corporate risk framework for a global organization is the management support. A corporate risk framework is a set of principles, policies, standards, and processes that guide and govern the risk management activities across the organization. Acorporate risk framework helps to establish a consistent and integrated approach to risk management, and to align the risk management objectives and strategies with the business goals and values. Implementing a corporate risk framework for a global organization requires the management support, which is the commitment, involvement, and endorsement of the senior management and the board. Management support is essential for providing the vision, direction, and resources for the risk management initiatives, and for ensuring the accountability, responsibility, and ownership of the risk management roles and functions. Management support is also critical for creating and sustaining a risk-aware culture, and for promoting the risk management awareness and communication among the stakeholders. Management support can be challenging to obtain and maintain, especially for a global organization, as it may face various barriers, such as different expectations, priorities, preferences, or perspectives of the management, lack of trust or confidence in the risk management value or performance, resistance to change or innovation, or competing interests or agendas. Privacy risk controls, business continuity, and risk taxonomy are not as challenging as management support, as they are thecomponents or outcomes of the corporate risk framework, andthey can be addressed or improved by applying the appropriate methods, techniques, or tools. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 35.

KRIs provide measurable indicators that flag when risks exceed predefined thresholds, enabling swift and effective risk response. This supports theMonitoring and Reportingfunction in risk management, ensuring risks are managed proactively.

 The most effective way to promote organization-wide awareness of data security in response to an increase in regulatory penalties for data leakage is to require training on the data handling policy, as it educates the employees on the importance, requirements, and procedures of data protection, and enhances their knowledge and skills to prevent, detect, and respond to data leakage incidents. Enforcingsanctions for noncompliance with security procedures, conducting organization-wide phishing simulations, and requiring regular testing of the data breach response plan are not the most effective ways, as they are more related to the enforcement, evaluation, or improvement of the data security, respectively, rather than the promotion of the data security awareness. References = CRISC Review Manual, 7th Edition, page 155.

According to the CRISC Manual, developing IT risk scenarios must align with business objectives to ensure the scenarios are relevant and meaningful. A top-down approach driven by organizational objectives ensures scenarios are contextually appropriate and address what matters most to the enterprise. This ensures that risk management supports the enterprise’s ability to achieve its mission and goals.

Prioritizing risk responses helps to balance the costs and benefits of managing IT risk by ensuring that the most significant risks are addressed first and that the resources allocated to risk management are used efficiently and effectively. Evaluating risk based on frequency and probability is a part of risk analysis, not risk response. Considering risk factors that can be quantified is also a part of risk analysis, and it does not necessarily capture all the relevant aspects of risk. Managing the risk by using controls is a possible risk response, but it does not guarantee that the costs and benefits of risk management are balanced, as some controls may be too expensive or ineffective for the level of risk they mitigate. References = Risk and Information Systems Control Study Manual, Chapter 4: Risk Response, page 145.

= Change management is the process of planning, implementing, and monitoring changes to IT systems, services, or infrastructure in a controlled and coordinated manner1. Change management controls are the policies, procedures, and tools that ensure changes are authorized, documented, tested, and reviewed before they are deployed to the production environment2.

Change-related exceptions are the deviations or violations from the established change management controls, such as unauthorized, untested, or failed changes3. Change-related exceptions pose a high risk to theorganization, as they can cause system instability, performance degradation, security breaches, data loss, or compliance issues3.

An increase in change-related exceptions per month would be the greatest concern for an IT risk practitioner, as it indicates a lack of effectiveness, efficiency, or compliance of the change management process and controls. An increase in change-related exceptions per month could result from:

Poor change planning, prioritization, or scheduling

Insufficient change approval, review, or communication

Inadequate change testing, validation, or verification

Lack of change monitoring, reporting, or auditing

Low change awareness, training, or support

An IT risk practitioner should investigate the root causes of the increase in change-related exceptions per month, and recommend corrective and preventive actions to improve the change management process and controls, such as:

Aligning the change management process with the organization’s goals, strategies, and risk appetite

Implementing a standardized and consistent change management methodology, such as ITIL or COBIT

Defining clear roles and responsibilities for change management stakeholders, such as change owners, change managers, change advisory boards, change implementers, and change users

Establishing clear and measurable criteria and thresholds for change authorization, classification, and evaluation

Leveraging tools and technologies to automate and streamline the change management process and controls, such as change management software, configuration management databases, or change management dashboards

Enhancing the change management culture and capabilities, such as change management awareness, training, support, or feedback

The other options are not as concerning as an increase in change-related exceptions per month, because they do not directly imply a risk to the organization’s IT systems, services, or infrastructure. Rolled backchanges below management’s thresholds, which are the changes that are reversed or undone due to errors, defects, or issues, may indicate a need for improvement in the change testing, validation, or verification processes, but they do not necessarily cause harm or damage to the production environment, as long as they are within the acceptable limits set bythe management. The average implementation time for changes, which is the duration of the change deployment process, may affect the organization’s agility, efficiency, or productivity, but it does not necessarily compromise the quality, security, or reliability of the changes, as long as they are implemented according to the change management controls. The number of user stories approved for implementation, which are the requirements or features that are expressed from the perspective of the end users, may reflect the organization’s demand, innovation, or customer satisfaction, but it does not necessarily increase the risk of the changes, as long as they are managed and controlled by the change management process.

References = What is Change Management? | ITIL | AXELOS, Change Management Controls: Definition, Types, and Best Practices, Change Management Exceptions: Definition, Causes, and Impacts, ITIL Change Management: Best Practices & Processes - BMC Software, COBIT 2019: Change Enablement

 A benchmark analysis is a process of comparing the organization’s performance, practices, and processes with those of other organizations in the same industry or sector. A benchmark analysis can provide the most useful information when determining the frequency of risk assessments, because it can help the organization to identify the best practices, standards, and expectations for security risk management in its industry. A benchmark analysis can also help the organization to assess its current level of maturity, capability, and compliance in relation to security risk management, and to determine the gaps and areas for improvement. By conducting a benchmark analysis, the organization can establish a realistic and appropriate frequency of risk assessments that aligns with its industry norms and its own risk profile. The other options are not as useful as a benchmark analysis, because they do not provide a comprehensive and relevant view of the security risk management landscape, but rather focus on specific or partial aspects of the organization’s situation. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.3.2, page 18.

Shadow systems are IT systems, solutions, devices, or technologies used within an organization without the knowledge and approval of the corporate IT department1. They are often the result ofemployees trying to address specific functionality gaps in the organization’s official systems, such as the ERP system. However, shadow systems can pose significant risks to the organization, such as:

Data security and privacy breaches, as shadow systems may not comply with the organization’s security policies and standards, or may expose sensitive data to unauthorized parties2.

Data quality and integrity issues, as shadow systems may not synchronize or integrate with the organization’s official systems, or may create data inconsistencies or redundancies3.

Compliance and regulatory violations, as shadow systems may not adhere to the organization’s legal or contractual obligations, or may create audit or reporting challenges4.

Cost and resource inefficiencies, as shadow systems may duplicate or conflict with the organization’s official systems, or may consume more IT resources than necessary5.

The best way to reduce the risk associated with shadow systems is to implement an enterprise architecture (EA), which is a comprehensive framework that defines the structure, processes, principles, and standards of the organization’s IT environment6. By implementing an EA, the organization can:

Align the IT systems with the organization’s goals and strategy, and ensure that they support the business needs and requirements6.

Establish a governance structure and process for IT decision making, and ensure that all IT systems are approved, monitored, and controlled by the IT department7.

Enhance the communication and collaboration between the IT department and the business units, and ensure that the IT systems meet the expectations and preferences of the end users5.

Optimize the performance and efficiency of the IT systems, and ensure that they are scalable, flexible, and interoperable6.

References =

Shadow IT: What Are the Risks and How Can You Mitigate Them? - Ekran System

How to Reduce Risks of Shadow IT by Applying Governance to Public Clouds – BMC Software | Blogs

What is shadow IT? - Article | SailPoint

The Risks of Shadow IT and How to Avoid Them | SiteSpect

Start reducing your organization’s Shadow IT risk in 3 steps

What is enterprise architecture (EA)? - Definition from WhatIs.com

Enterprise Architecture Governance - CIO Wiki

 Information security policies are the foundation of an organization’s security program, as they define the objectives, roles, responsibilities, and standards for protecting the information assets and systems. However, information security policies are not static, and they need to be reviewed and updated regularly to reflect the changes in the organization’s environment, risk profile, and compliance requirements. Therefore, the best course of action when conducting an organization-wide risk assessment is to review the policies against current needs to determine adequacy. This means comparing the policies with the current threats, vulnerabilities, controls, and best practices, and identifying any gaps or weaknesses that need to be addressed. The other options are not the best course of action, as they do not consider the current needs of the organization. Reviewing and updating the policies to align with industry standards may not be sufficient, as the organization may have specific or unique needs that are not covered by the standards. Determining that the policies should be updated annually may not be realistic, as the frequency of updates may depend on the nature and complexity of the policies and the organization. Reporting that the policies are adequate and do not need to be updated frequently may not be accurate, as the policies may be outdated or ineffective, and may expose the organization to unnecessary risks. References = Risk Assessment and Analysis Methods: Qualitative and Quantitative - ISACA, Does Your Organization Need a Security Risk Assessment? - ISACA, SP 800-39, Managing Information Security Risk: Organization, Mission …

A post-implementation RCSA is a process of verifying whether the risk treatment plan has been executed as intended and whether the residual risk is within the acceptable level. It involves testing the effectiveness of the controls that have been implemented to mitigate the risk and identifying any gaps or issues that need to be addressed. A BIA, the original risk response plan, and the training program and user awareness documentationare not sufficient to validate theeffectiveness of the risk treatment plan, as they do not measure the actual performance of the controls or the residual risk.

The first consideration when establishing a new risk governance program is embedding risk management into the organization. Embedding risk management means integrating risk management principles and practices into the organization’s culture, values, processes, and decision-making. Embedding risk management helps to ensure that risk management is not seen as a separate or isolated activity, but as a part of the organization’s normal operations and strategic objectives. Embedding risk management also helps to create a risk-aware and risk-responsive organization, where risk management is shared and supported by all stakeholders. The other options are not the first consideration, although they may be important steps or components of the risk governance program. Developing an ongoing awareness and training program, creating policies and standards that are easy to comprehend, and completing annual risk assessments on critical resources are all activities that can help to embed risk management into the organization, but they are not the initial or primary consideration. References = Risk and Information Systems Control Study Manual, Chapter 1, Section 1.2.1, page 1-8.

The best way to prevent technical vulnerabilities from being exploited is to update the software with the latest patches and updates. Patches and updates are software modifications that fix the known bugs, errors, or flaws in the software. They also improve the performance, functionality, and security of the software. By updating the software with the latest patches and updates, the company can reduce the exposure and likelihood of the technical vulnerabilities, and protect the software from potential attacks or exploits. The other options are not as effective as updating the software with the latest patches and updates, as they are related to the quality assurance, legal protection, or error handling of the software, not the prevention or mitigation of the technical vulnerabilities. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.3: IT Risk Response Implementation, page 145.

Robotic process automation (RPA) is the use of software robots or artificial intelligence (AI) agents to automate repetitive, rule-based tasks that are normally performed by humans. RPA can improve efficiency, accuracy, and scalability of business processes, but it can also introduce new risks or change the existing risk profile. Therefore, the risk practitioner’s best course of action is to reassess whether the mitigating controls that were designed for the human-performed processes are still effective and adequate for the RPA-enabled processes. This may involve reviewing the control objectives, testing the control performance, identifying the control gaps,and recommending the control enhancements or modifications. References = CRISC Review Manual, 7th Edition, page 177.

A risk heat map is a graphical tool that displays the overall risk of the project to senior management by showing the probability and impact of individual risks in a matrix format. A risk heat map can help to prioritize the risks, communicate the risk exposure, and monitor the risk response. A risk heat map can also show the risk appetite and tolerance levels of the organization, as well as the residual risk after the risk response. The other options are not the most effective ways to represent the overall risk of the project to senior management, although they may be useful or complementary to the risk heat map. Aggregated key performance indicators (KPIs) are metrics that measure the performance of the project against the objectives, but they do not show the uncertainty or variability of the project outcomes. Key risk indicators (KRIs) are metrics that measure the level of risk or the effectiveness of the risk response, but they do not show the relationship between the probability and impact of the risks. A centralizedrisk register is a document that records the details of the individual risks, such as the description, category, cause, effect, probability, impact, response, and status, but it does not show the overall risk of the project in a visual or concise way. References = Managing overall project risk, Project Risk Management – Quick Reference Guide, 10 Common Project Risks (Plus the Steps To Solve Them), What Is Project Risk Management: Benefits, Challenges, Best Practices

According to the Risk Management Essentials, a risk profile is established to enhance senior management’s analysis and decision making related to priority setting and resource allocation. A risk profile is a description of a set of risks that an organization faces, and it helps to make the risks visible and understandable. By having a documented risk profile, an organization can identify the nature and level of the threats, assess the likelihood and impact of the risks, evaluate the effectiveness of the controls, and determine the risk appetite and tolerance. This information can help the organization to make well-informed decisions on how to manage the risks and achieve its objectives. References = Risk Management Essentials, Risk Profile: Definition, Importance for Individuals & Companies

Before selecting technologies or deployment models, a risk assessment should be conducted to evaluate potential threats, vulnerabilities, and controls. This ensures the technology aligns with the risk appetite and regulatory requirements of the organization.

 Risk assessment is the process of analyzing and evaluating the likelihood and consequences of the identified risks, and comparing them with the risk criteria and appetite. Risk assessment results can provide valuable information to support risk decisions, such as selecting and implementing the appropriate risk response strategies. The best way to provide executive management with the best information to make risk decisions as a result of a risk assessment is to present a comparison of risk assessment results to the desired state. The desired state is the optimal level of risk exposure that the organization wants to achieve, based on its risk objectives, goals, and strategy. A comparison of risk assessment results to the desired state can help executive management understand the current and potential gap between the actual and target risk levels, and prioritize the most critical and relevant risks that need attention and action. Acomparison of risk assessment results to the desired state can also help executive management evaluate the effectiveness and efficiency of the existing risk response, and identify the opportunities and challenges for improvement. A comparison of risk assessment results to the desired state can also help communicate and justify the risk decisions to other stakeholders, and obtain their feedback and approval. References = Risk Assessment and Analysis Methods: Qualitative and Quantitative - ISACA, Risk Management Essentials: How to Develop a Risk Profile (TRN2-J07), Risk Response Strategies: Avoid, Transfer, Mitigate, Accept.

The primary concern is the immediate risk of undetected threats due to missing endpoint protection. Addressing this ensures the organization's ability to detect and respond to security incidents, aligning withIncident Detection and Responseprinciples.

According to the CRISC exam content outline2, one of the tasks of a risk practitioner is to “report on risk, in line with organizational reporting requirements, to enable decision making andescalation”. Therefore, the first thing that the risk practitioner should do after discovering apolicy violation is to report the incident to the appropriate authority, such as the IT security manager or the risk management committee. This will ensurethat the incident is properly documented, investigated, and resolved, and that any potential impact or consequences are minimized.

The other options are not the first actions that the risk practitioner should take. Planning a security awareness session (B) may be a preventive measure to avoid future incidents, but it does not address the current one. Assessing the new risk © may be part of the risk response process, but it should be done after reporting the incident and gathering more information. Updating the risk register (D) may be a result of the risk assessment and response, but it should not be done before reporting the incident and following the organizational procedures.

The greatest risk associated with inappropriate classification of data is users having unauthorized access to sensitive information. Proper data classification ensures that access controls are applied appropriately, protecting sensitive data from unauthorized access.

Importance of Data Classification

Data classification involves categorizing data based on its level of sensitivity and the impact that unauthorized access, disclosure, modification, or destruction would have on the organization.

It ensures that appropriate security measures are applied according to the data's classification.

Risks of Inappropriate Classification

Unauthorized Access: If data is not classified correctly, sensitive information may not receive the necessary protections, leading to unauthorized access.

Lack of Accountability: Misclassification can result in unclear responsibilities for data protection, but the primary concern remains unauthorized access.

Inaccurate Recovery Time Objectives (RTOs): While important, this is secondary to the risk of unauthorized access.

Inaccurate Record Management Data: This can affect operational efficiency but is not as critical as unauthorized access.

Implementing Effective Classification

Organizations must have a clear data classification policy and ensure it is followed consistently.

Regular audits and reviews should be conducted to verify that data is classified appropriately and that access controls are enforced.

References

CISM Review Manual Full text.html, emphasizing the importance of proper data classification and the risks associated with misclassification, especially unauthorized access to data​​.

The observation that would be of GREATEST concern to a risk practitioner reviewing the implementation status of management action plans is that management has not begun the implementation, because it indicates that the management action plans are not being executed or monitored, and that the risks are not being addressed or mitigated. The lack of implementation may also imply that the management action plans are not realistic, feasible, or aligned with the enterprise’s strategy and objectives. The other options are not as concerning as the lack of implementation, because:

Option A: Management has not determined a final implementation date is a concern, but not the greatest one, because it may affect the timely completion and delivery of the management action plans, but it does not necessarily mean that the management action plans are not being executed or monitored.

Option B: Management has not completed an early mitigation milestone is a concern, but not the greatest one, because it may indicate a delay or deviation in the progress and performance of the management action plans, but it does not necessarily mean that the management action plans are not being executed or monitored.

Option C: Management has not secured resources for mitigation activities is a concern, but not the greatest one, because it may affect the quality and effectiveness of the management actionplans, but it does not necessarily mean that the management action plans are not being executed or monitored. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 123.

Embedding risk management into processes that are aligned with business drivers is the most effective way to integrate risk and compliance management, as it ensures that the risk management objectives and activities are consistent and supportive of the enterprise’s strategic goals and values. It also enables the identification and management of risks and compliance requirements across the enterprise, and the optimization of risk and compliance resources and performance. Embedding risk management into compliance decision-making, designingcorrective actions to improve risk response capabilities, and conducting regular self-assessments to verify compliance are not ways to integrate risk and compliance management, but rather components or outcomes of the risk and compliance management process. References = CRISC Practice Quiz and Exam Prep; CRISC: Certified in Risk & Information Systems Control Sample Questions, question 202.

According to the CRISC Review Manual1, authorizing user access requests is the process of granting or denying access to IT resources based on the user’s role, responsibilities, and business needs. Authorizing user access requests is a key control accountability that should be retained within the organization, as it helps to ensure that the principle of least privilege is applied, and that the access rights are aligned with the organization’s policies, standards, and risk appetite. Authorizing user access requests also helps to prevent unauthorized access, data leakage, fraud, and other potential risks associated with user access provisioning and termination. Therefore, the best control accountability to retain within the organizationwhen a third-party vendor offers to perform user access provisioning and termination is authorizing user access requests. References = CRISC Review Manual1, page 240.

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.

 A vulnerability is a weakness or gap in a system, application, or network that can be exploited by a threat to cause harm or gain unauthorized access1. A vulnerability can be caused by various factors, such as design flaws, coding errors, configuration errors, or outdated software2.

Among the four options given, only option C (a standard procedure for applying software patches two weeks after release) represents a vulnerability. This is because software patches are updates or fixes that address security weaknesses or bugs in software applications or systems3. By applying software patches two weeks after release, the organization is exposing itself to the risk of being attacked or compromised by malicious actors who may exploit the known vulnerabilities in the software before they are patched. This risk is especially high if the software is internet-facing or critical to the organization’s operations4.

References = What is a Vulnerability?, Vulnerability Definition & Meaning - Merriam-Webster, Vulnerability Patching: A Resource Guide - Rezilion, Why is Software Vulnerability Patching Crucial for Your Software and …

Warning banners on login screens serve as deterrent controls. Deterrent controls are designed to discourage individuals from attempting unauthorized actions by warning them of potential consequences.

Purpose of Warning Banners

Warning banners provide clear notice to users, both authorized and unauthorized, that their activities may be monitored and that unauthorized access is prohibited.

They serve as a legal disclaimer, which can be crucial in prosecuting unauthorized access attempts.

Effectiveness as a Deterrent Control

The primary function of a warning banner is to deter potential intruders by making them aware of the surveillance and legal implications of unauthorized access.

For authorized users, it reinforces awareness of the organization's security policies and acceptable use agreements.

Comparison with Other Control Types

A. Corrective: These controls are used to correct or restore systems after an incident.

B. Preventive: These controls are designed to prevent security incidents from occurring.

C. Detective: These controls are used to detect and alert about security incidents.

D. Deterrent: These controls are intended to discourage individuals from performing unauthorized activities.

References

Sybex-CISSP-Official-Study-Guide-9-Edition.pdf, p. 829, detailing the role of warning banners as deterrent controls​​.

The lack of due diligence for the recommended cloud vendor should be of greatest concern to the risk practitioner, because it exposes the organization to potential risks and issues related to the security, reliability, performance, and compliance of the cloud service provider. Due diligence is a process of conducting a thorough investigation and evaluation of a potential vendor or partnerbefore entering into a contractual relationship. Due diligence helps to verify the vendor’s credentials, capabilities, reputation, and track record, and to identify any red flags or gaps that may affect the quality or suitability of the service. Cloud computing is a model of delivering IT services over the internet, where the service provider owns and manages the IT infrastructure, platforms, or applications, and the customer pays only for the resources or functions they use. Cloud computing can offer cost savings, scalability, and flexibility for the business, but it also introduces new risks and challenges, such as data privacy, security breaches, vendor lock-in, service outages, or regulatory compliance. Therefore, performing due diligence for the recommended cloud vendor is essential to ensure that the organization’s expectations and requirements are met, and that the risks and issues are identified and addressed. The business introducing new SaaS solutions without IT approval, the maintenance of IT infrastructure being outsourced to an IaaS provider, and the architecture responsibilities not being clearly defined are all possible concerns for the risk practitioner, but they are not the greatest concern, as they can bemitigated or resolved with appropriate controls, policies, or agreements. References = Risk and Information Systems Control Study Manual, Chapter 5, Section 5.2.1, page 183

An IT risk register is a document that records and tracks the IT-related risks that an organization faces, as well as the information and actions related to those risks, such as the risk description, assessment, response, status, and owner. An IT risk register is a valuable tool for managing andcommunicating IT risks and their impact on the organization’s objectives and operations. However, an IT risk register may also contain sensitive or confidential information that should not be disclosed or shared with unauthorized or irrelevant parties, as it may compromise the security, privacy, or reputation of the organization or its stakeholders. Therefore, the risk manager’s best approach to the request from the head of a business operations department to review the entire IT risk register is to determine the purpose of the request before sharing the register. This is a technique to understand and evaluate the reason and the need for the request, as well as the scope and the level of access that the requester requires or expects. By determining the purpose of therequest, the risk manager can ensure that the request is legitimate, appropriate, and relevant, and that the requester has a clear and valid interest or stake in the IT risk register. The risk manager can also ensure that the request is aligned with the organization’s policies, procedures, and standards for IT risk management and information sharing. The risk manager can also use the purpose of the request to decide what and how much information to share with the requester, and what conditions or restrictions to apply, such as confidentiality, accuracy, or timeliness. The other options are not the best approaches to the request from the head of a business operations department to review the entire IT risk register, as they may be premature, unnecessary, or ineffective. Escalating to senior management is a technique to involve or inform the higher-level authorities or decision makers about the request, which may be useful or required in some cases, but it may not be the first or the best step to take, as it may delay or complicate the process, or undermine the risk manager’s authority or responsibility. Requiring a nondisclosure agreement is a technique to protect the confidentiality and integrity of the information in the IT risk register by legally binding the requester to not disclose or misuse the information. However, a nondisclosure agreement may not be needed or appropriate in every case, and it may not prevent or address other issues or risks related to the information sharing, such as relevance, accuracy, or timeliness. Sanitizing portions of the register is a technique toremove or redact the sensitive or confidential information from the IT risk register before sharing it with the requester, which may be necessary or prudent in some cases, but it may not be sufficient or satisfactory, as it may affect the completeness, usefulness, or validity of the information, or raise questions or concerns from the requester.

The most important thing to include in a risk assessment of an emerging technology is the impact and likelihood ratings of the risks associated with the technology. Impact and likelihood ratings are the measures of the potential consequences and probabilities of the risk events that could affect the achievement of the enterprise’s objectives. Impact and likelihood ratings can help to evaluate the level andnature of the risk exposure, and to prioritize the risks for further analysis and response. Impact and likelihood ratings can also help to communicate the risk profile and appetite of the enterprise, and to support the risk-based decision making. Risk response plans, risk and control ownership, and key controls are not as important as impact and likelihood ratings, as they are the outputs or outcomes of the risk assessment process, and not the inputs or components of the risk assessment process. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 49.

 The PRIMARY purpose of using control metrics is to evaluate the variance against objectives, because control metrics are measures that indicate the performance and effectiveness of the controls in achieving the desired outcomes and goals. Control metrics can help to identify and quantify the gaps or deviations between the actual and expected results of the controls, and to provide feedback and improvement for the control design and implementation. The other options are not the primary purpose, because:

Option A: Amount of risk reduced by compensating controls is a result of using control metrics, but not the primary purpose. Compensating controls are controls that provide an alternative or additional level of protection or assurance when the primary or preferred controls are not feasible or effective. Control metrics can help to measure and monitor the amount of risk reduced by compensating controls, but they are not the only or the most important measure of the control performance and effectiveness.

Option B: Amount of risk present in the organization is an input to using control metrics, but not the primary purpose. The amount of risk present in the organization is the level of exposure and uncertainty that the organization faces in pursuing its objectives and goals. Control metrics can help to assess and report the amount of risk present in the organization, but they are not the only or the most important measure of the risk profile and exposure.

Option D: Number of incidents is a source of using control metrics, but not the primary purpose. Incidents are events or occurrences that disrupt or threaten the normal operations or security of the organization. Control metrics can help to analyze and respond to the number of incidents, but they are not the only or the most important measure of the incident management andresolution. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 120.

The risk practitioner’s next step after identifying risk owners and responses for newly identified risk scenarios in a recent risk workshop is to update the risk register with the results, as it involves documenting and communicating the risk information and decisions, and maintaining the accuracy and completeness of the risk register. Preparing a business case for the response options, identifying resources for implementing responses, and developing a mechanism for monitoring residual risk are possible steps, but they are not the next step, as they require the prior update of the risk register with the new risk information and decisions. References = CRISC Review Manual, 7th Edition, page 109.

An internal data access policy is a set of rules and guidelines that define who, how, when, and why the users can access, use, share, or modify the data stored in a business application system, based on the data classification, sensitivity, and ownership.

Enforcing an internal data access policy is the most appropriate way to prevent unauthorized retrieval of confidential information stored in a business application system. This means that the organization implements and maintains effective controls to ensure that only the authorized users can access the confidential information, and that the access is logged and monitored for compliance and security purposes.

The other options are not the most appropriate ways to prevent unauthorized retrieval of confidential information stored in a business application system. They are either secondary or not essential for data access control.

The references for this answer are:

Risk IT Framework, page 28

Information Technology & Security, page 22

Risk Scenarios Starter Pack, page 20

An IT risk profile is a document that summarizes the IT-related risks that an organization faces, as well as the information and actions related to those risks, such as the risk description, assessment, response, status, and owner. An IT risk profile is a valuable tool for managing and communicating IT risks and their impact on the organization’s objectives and operations. The best description of the role of the IT risk profile in strategic IT-related decisions is that it helps assess the effects of IT decisions on risk exposure. This means that the IT risk profile can help toevaluate the potential consequences and implications of different IT choices or actions on the level and nature of the IT risks that the organization faces. The IT risk profile can also help to identify and address the gaps or opportunities for improvement in the IT risk management process and performance. The other options are not the best descriptions of the role of the IT risk profile in strategic IT-related decisions, although they may be related or beneficial. Comparing performance levels of IT assets to value delivered is a technique to measure and optimize the efficiency and effectiveness of the IT resources and activities that support the organization’s goals and needs. However, this technique does not necessarily involve the IT risk profile, as it focuses on the output and outcome of the IT assets, not the input and impact of the IT risks. Facilitating the alignment of strategic IT objectives to business objectives is a technique toensure that the IT strategy and plans are consistent and compatible with the organization’s vision, mission, strategy, and objectives. However, this technique does not depend on the IT risk profile, as it focuses on the direction and purpose of the IT objectives, not the probability and threat of the IT risks. Providing input to business managers when preparing a business case for new IT projects is a technique to support and justify the initiation and implementation of new IT initiatives that can create value or solve problems for the organization. However, this technique does not require the IT risk profile, as it focuses on the cost and benefit of the IT projects, not the risk and response of the IT risks. References = CRISC Review Manual, pages 38-391; CRISC Review Questions, Answers & Explanations Manual, page 962; IT Risk Management Guide for 2022 | CIO Insight3; IT Risk Management Process, Frameworks & Templates4

Multi-factor authentication (MFA)significantly enhances transaction integrity by ensuring that users are who they claim to be. It is a practical, widely adopted control to prevent unauthorized access.

Being the first to market is a competitive advantage that can help an organization gain market share, customer loyalty, and brand recognition. However, this advantage can be lost if the projectis delayed and the competitors catch up or surpass the organization. Therefore, the project delivery time is of greatest concern to senior management, as it directly affects the strategic objective of the project. The other options are less critical, as they can be managed or mitigated by the project team. More time for testing can improve the quality and reliability of the product, a new project manager can bring fresh ideas and perspectives, and the cost overrun can be justified by the expected benefits and revenues of the product. References = Project Initiation: The First Step to Project Management [2023] • Asana, 12 Steps to Initiate and Plan a Successful Project

The main purpose of monitoring risk is to provide decision support for the organization. Risk monitoring is the process of tracking and reviewing the risk management activities, the risk profile, and the risk performance of the organization. By monitoring risk, the organization can obtain timely and relevant information and feedback on the risk situation, and use it to make informed and effective decisions on risk management and business objectives. Communication, risk analysis, and benchmarking are other possible purposes of risk monitoring, but they are not as important as decision support. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

Risk tolerance defines the boundaries for acceptable risk levels and directly impacts decision-making for mitigation strategies. A well-defined tolerance helps prioritize actions and allocate resources effectively, emphasizing its central role in theRisk Responsedomain.

The status of identified risk scenarios, because it helps to monitor and track the current level and direction of the IT risks, and to determine whether the risk responses and controls are adequate and effective. An IT riskregister is a document that records and tracks the key IT risks that an organization faces, along with their likelihood, impact, and response strategies. An IT risk scenario is a hypothetical situation or event that describes the source, cause, consequence, and impact of an IT risk. The status of identified risk scenarios is the most important factor, as it reflects the actual and potential outcomes of the IT risks, and the performance and progress of the risk management process. The costs associated with mitigation options, the cost-benefit analysis of each risk response, and the timeframes for risk response actions are all possible factors to review when evaluating the ongoing effectiveness of the IT risk register, but they are not the most important factor, as they do not directly measure and report the status of the IT risk scenarios.

 The risk treatment response that should be reflected in the risk register when an IT department decides to keep the data center in-house instead of outsourcing it to an overseas location is risk avoidance. Risk avoidance is a risk response strategy that involves eliminating the source of the risk, or changing the plan or scope of the activity, to avoid the risk altogether. Risk avoidance can help to reduce the risk exposure and impact to zero, by removing the possibility of the risk occurrence. In this case, the IT department avoids the risk of outsourcing the data center to an overseas location, which could involve various threats, vulnerabilities, and uncertainties, such as data security, legal compliance, service quality, communication, or cultural issues. By keeping the data center in-house, the IT department maintains the control and ownership of the data center, and eliminates the potential risk associated with the outsourcing. Risk mitigation, risk acceptance, and risk transfer are not the correct risk treatment responses, as they do not reflect the actual decision and action taken by the IT department, and they do not eliminate the risk source or occurrence. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 51.

 The most important step when developing risk scenarios using a list of generic scenarios based on industry best practices is to validate the generic risk scenarios for relevance. The generic risk scenarios may not be applicable or suitable for the specific context, objectives, and environment of the organization. Therefore, the risk practitioner should validate the relevance of the generic risk scenarios by comparing them with the organization’s risk profile, risk appetite, and risk criteria. Assessing generic risk scenarios with business users, selecting the maximum possible risk scenarios from the list, and identifying common threats causing generic risk scenarios are other steps that may be useful, but they are not as important as validating the relevance of the generic risk scenarios. References = ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 12; CRISC Review Manual, 6th Edition, page 215.

 In an environment where reduced time-to-market for new software products is a top business priority, the risk practitioner’s greatest concern should be whether sufficient resources are assigned to IT development projects. Resources include human, financial, technical, and physical assets that are needed to plan, design, develop, test, and deliver high-quality software products in a timely manner. If the IT development projects are under-resourced, they may face challenges such as delays, errors, defects, rework, scope creep, or failure to meet customer expectations or requirements. These challenges can increase the risk of losing competitive advantage, market share, customer satisfaction, or reputation. The other options are less critical, as they are not directly related to the core business priority of reducing time-to-market for new softwareproducts. Customer support help desk staff training, email infrastructure rollback plans, and corporate email system phishing detection are important aspects of information security and customer service, but they are not the primary drivers of software product development anddelivery. References = Risk and Information Systems Control Study Manual, Chapter 3: IT Risk Response, Section 3.2: Risk Response Options, p. 115-116.

While responsibility and accountability generally remain with the enterprise, financial impact (e.g., via insurance or outsourcing) can be transferred to a third party.

 Risk appetite is the most important factor to consider first when creating a comprehensive IT risk register, as it defines the amount and type of risk that the organization is willing to accept in pursuit of its objectives, and guides the identification, assessment, response, and monitoring of the IT risks. The other options are not the most important factors, as they are more related to theresources, actions, or methods of the IT risk management, respectively, rather than the strategy or direction of the IT risk management. References = CRISC Review Manual, 7th Edition, page 109.

The best action for the risk practitioner to take when business areas within an organization have engaged various cloud service providers directly without assistance from the IT department is to recommend a risk assessment be conducted. A risk assessment is a process of identifying, analyzing, and evaluating the risks associated with the use of cloud services, such as financial, privacy, compliance, security, performance, quality, and technical risks12. A risk assessment can help to determine the current and potential risk exposure and impact of the cloud services, as well as the effectiveness and efficiency of theexisting or proposed controls. A risk assessment can also help to prioritize the risks and to develop and implement appropriate risk response strategies and plans, such as risk avoidance, reduction, sharing, or acceptance. Recommending a risk assessment is the best action, because it can provide valuable information and guidance to the business areas and the IT department for managing the cloud services in a consistent, effective, and efficient manner, and for aligning the cloud services with the organizational objectives, strategy, and risk appetite. The other options are not the best action, although they may be related or subsequent steps in the risk management process. Recommending the IT department remove access to the cloud services is a drastic and impractical action, as it may disrupt the business operations and services, and it may not address the underlying causes or drivers of the cloud service adoption. Engaging with the business area managers to review controls applied is a useful and collaborative action, as it can help to understand and evaluate the current state and practices of the cloud service usage, and to identify and address any gaps or issues in the control environment. However, this action should be based on or supported by a risk assessment, rather than preceding or replacing it. Escalating to the risk committee is a reporting and communication action, as it can help to inform and involve the senior management and other stakeholders in the risk management process, and to obtain their support and approval for the risk response actions. However, this action should be done after or along with a risk assessment, rather than before or instead of it. References = Best Practices to Manage Risks in the Cloud - ISACA, Cloud Risk Management - PwC UK

The primary reason for periodic penetration testing of Internet-facing applications is to identify vulnerabilities in the system, because this will help to improve the security and resilience of the applications and the data they process. A penetration test is a simulated cyberattack that aims to exploit the weaknesses and gaps in the security of an application or a system. A penetration test can reveal the vulnerabilities that may not be detected by other methods, such as automated scanning or code review. A penetration test can also measure the impact and severity of the vulnerabilities, as well as the effectiveness of the existing controls and defenses. A penetration test can also provide recommendations and solutions to remediate the vulnerabilities and prevent future attacks. Internet-facing applications are programs and services that are accessible from the internet, such as web applications, APIs, cloud services, or VPN gateways. Internet-facing applications are exposed to a variety of cyber threats, such as denial-of-service attacks, SQL injection attacks, cross-site scripting attacks, or credential stuffing attacks. These threats can compromise the confidentiality, integrity, and availability of the applications and the data they handle. Therefore, periodic penetration testing of Internet-facing applications is essential to identify vulnerabilities in the system and to protect the applications and the data from cyberattacks. References = Web Application Penetration Testing: A Practical Guide - BrightSecurity1, The Basics of Web Application Penetration Testing | Turing2, Periodic Penetration Testing: What is the best pentesting frequency …

Risk responses are the actions or strategies that are taken to address the risks that may affect the organization’s objectives, performance, or value creation12.

The most effective way to increase the likelihood that risk responses will be implemented is to assign ownership, which is the process of identifying and appointing the individuals or groups who are responsible and accountable for the execution and monitoring of the risk responses34.

Assigning ownership is the most effective way because it ensures the clarity and commitment of the roles and responsibilities for the risk responses, and avoids the confusion or ambiguity that may arise from the lack of ownership34.

Assigning ownership is also the most effective way because it enhances the communication and collaboration among the stakeholders involved in the risk responses, and provides the feedback and input that are necessary for the improvement and optimization of the risk responses34.

The other options are not the most effective way, but rather possible steps or tools that may support or complement the assignment of ownership. For example:

Creating an action plan is a step that involves defining and documenting the specific tasks, resources, timelines, and deliverables for the risk responses34. However, this step is not the most effective way because it does not guarantee the implementation of the risk responses, especially if there is no clear or agreed ownership for the action plan34.

Reviewing progress reports is a tool that involves collecting and analyzing the information and data on the status and performance of the risk responses, and identifying the issues or gaps that need to be addressed34. However, this tool is not the most effective way because it does not ensure the implementation of the risk responses, especially if there is no ownership for the progress reports or the corrective actions34.

Performing regular audits is a tool that involves conducting an independent and objective assessment of the adequacy and effectiveness of the risk responses, and providing the findings and recommendations for improvement56. However, this tool is not the most effective way because it does not ensure the implementation of the risk responses,especially if there is no ownership for the audit results or the follow-up actions56. References =

1: Risk IT Framework, ISACA, 2009

2: IT Risk Management Framework, University of Toronto, 2017

3: Risk Response Plan in Project Management: Key Strategies & Tips1

4: ProjectManagement.com - How to Implement Risk Responses2

5: IT Audit and Assurance Standards, ISACA, 2014

6: IT Audit and Assurance Guidelines, ISACA, 2014

The first step in response to an identified risk is updating the risk profile to reflect the new exposure. This informs further actions such as treatment planning or tolerance reassessment.