CRISC Exam Dumps - Certified in Risk and Information Systems Control

The primary objective of testing the effectiveness of a new control before implementation is to ensure that risk is mitigated by the control. A control is a measure or action that is taken to reduce the likelihood or impact of a risk, or to increase the likelihood or impact of an opportunity1. Testing the effectiveness of anew control before implementation means verifying whether the control can achieve its intended purpose and objective, and whether it can address the risk adequately and appropriately2. Testing the effectiveness of a new control before implementation helps to avoid wasting resources, time, and effort on implementing a control that is ineffective, inefficient, or unsuitable for the risk scenario. It also helps to ensure that the control does not introduce new or unintended risks, or adversely affect other controls or processes3. The other options are not the primary objective of testing the effectiveness of a new control before implementation, as they are either less relevant or less specific than ensuring that risk is mitigated by the control. Measuring efficiency of the control process is a secondary objective of testing the effectiveness of a new control before implementation. Efficiency refers to the optimal use of resources to achieve the desired outcome4. Measuring efficiency of the control process means evaluating whether the control can achieve its objective with the least amount of cost, time, and effort. Measuring efficiency of the control process helps to optimize the performance and value of the control, but it is not the main reason for testing the effectiveness of a new control before implementation. Confirming control alignment with business objectives is a tertiary objective of testing the effectiveness of a new control before implementation. Alignment refers to the consistency and coherence of the control with the goals and strategies of the organization5. Confirming control alignment with business objectives means ensuring that the control supports and enables the achievement of the organization’s mission, vision, and values. Confirming control alignment with business objectives helps to integrate the control with the organization’s culture and governance, but it is not the primary reason for testing the effectiveness of a new control before implementation. Complying with the organization’s policy is a quaternary objective of testing the effectiveness of a new controlbefore implementation. Policy refers to the set of principles and rules that guide the organization’s decisions and actions6. Complying with the organization’s policy means adhering to the standards and requirements that the organization has established for implementing and operating controls. Complying with the organization’s policy helps to ensure the quality and consistency of the control, but it is not the main objective of testing the effectiveness of a new control before implementation. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 2, Section 2.1.8, Page 61.

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.

 According to the CRISC Review Manual (Digital Version), the next course of action when an organization has determined a risk scenario is outside the defined risk tolerance level is to identify risk responses, which are the actions or measures taken to address the risk. Identifying risk responses helps to:

Reduce the likelihood and/or impact of the risk to an acceptable level

Align the risk response with the organization’s risk appetite and risk tolerance

Optimize the value and benefits of the risk response

Balance the costs and efforts of the risk response with the potential losses or damages caused by the risk

Coordinate and communicate the risk response with the relevant stakeholders

References = CRISC Review Manual (Digital Version), Chapter 3: IT Risk Response, Section 3.2: Risk Response Process, pp. 161-1621

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.

Business Impact Analysis (BIA):

Objective: The primary objective of a BIA is to identify and evaluate the effects of disruptions on business operations. This includes determining the criticality of IT assets that support key business processes.

Risk Mitigation: By identifying critical IT assets, organizations can prioritize risk mitigation efforts to ensure that key business processes remain operational during and after disruptions.

Appropriate IT Risk Mitigation:

Critical Asset Identification: Knowing which IT assets are essential allows for targeted risk mitigation strategies. This ensures resources are allocated efficiently to protect the most important systems.

Impact Assessment: Understanding the impact of potential disruptions on critical IT assets helps in developing effective disaster recovery and continuity plans.

Comparison with Other Options:

Validating Critical IT Risk: While important, this is typically part of a broader BIA process rather than its primary objective.

Assigning Accountability for IT Risk: This is crucial for governance but does not directly enable risk mitigation actions.

Defining IT Risk-aware Culture: Important for overall risk management but does not directly influence specific mitigation actions.

Best Practices:

Detailed Asset Inventory: Maintain an up-to-date inventory of IT assets and their dependencies on business processes.

Regular Updates and Reviews: Continuously update the BIA to reflect changes in the IT environment and business processes.

Risk capacity refers to the maximum level of risk an organization can absorb or sustain without jeopardizing its viability. It is directly influenced by the organization’s financial resources and largest annualized losses it can bear. Risk appetite and risk tolerance reflect willingness and acceptable variations but are distinct from capacity, which is the hard limit on risk exposure.

The best indicator to senior management that IT processes are improving is the changes in the position in the maturity model. A maturity model is a framework that defines the levels of capability and performance of a process, such as IT processes, based on the criteria such as governance, management, control, measurement, and improvement. A maturity model can help to assess the current state and the desired state of the IT processes, and to identify the gaps, strengths, and opportunities for improvement. A maturity model can also help to communicate the progress and the value of the IT processes to the senior management, and to support the strategic alignment and integration of the IT processes with the business objectives. Changes in the position in the maturity model indicate that the IT processes are improving, as they show that the IT processes are moving from a lower level to a higher level of maturity, and that they are achieving higher standards of quality, efficiency, and effectiveness. Changes in the number of intrusions detected, changes in the number of security exceptions, and changes to the structure of the risk register are not as good as changes in the position in the maturity model, as they do not provide a comprehensive and consistent measure of the IT processes improvement, and they may not reflect the actual impact and performance of the IT processes. References = CRISC Review Manual, 6th Edition, ISACA, 2015, page 36.

Software change failures typically reflect weaknesses in preventive controls, such as code reviews, approval workflows, and test procedures. Preventive controls are designed to ensure defect-free changes before they reach production. An increase in failed changes indicates these safeguards are not functioning properly. Corrective controls respond after failures, not before them. Administrative controls (policies and standards) guide behavior but do not directly prevent implementation errors. Deterrent controls are intended to discourage malicious behavior, not prevent unintentional change failures. Therefore, ineffective preventive controls are the root cause indicated by the KPI trend.