CRISC Exam Dumps - Certified in Risk and Information Systems Control

According to the CRISC Review Manual (Digital Version), the percentage of successful changes is the most effective key performance indicator (KPI) for change management, as it measures thequality and effectiveness of the change management process and its alignment with the organization’s objectives and requirements. The percentage of successful changes helps to:

Evaluate the extent to which the changes have met the expected outcomes and benefits

Identify and analyze the root causes of any failed or problematic changes and implement corrective actions or improvement measures

Monitor and report the performance and progress of the change management process and its impact on the organization

Enhance the confidence and satisfaction of the stakeholders and customers with the change management process and its results

References = CRISC Review Manual (Digital Version), Chapter 2: IT Risk Assessment, Section 2.4: IT Risk Scenarios, pp. 107-1081

Mapping granular scenarios to high-level register items ensures consistency and alignment across different levels of risk management. This approach supportsIntegrated Risk Management Frameworks.

Using an entry in the risk register to track the aggregate risk associated with server failure provides a comprehensive view of the impact should the servers simultaneously fail, as it considers the combined effect of the server failure on the enterprise’s objectives and operations. The risk register is a document that records and tracks the identified risks, their likelihood, impact, and mitigation strategies. By aggregating the risk associated with server failure, the risk register can help to estimate the worst-case scenario and to prioritize the risk response accordingly. It provides a cost-benefit analysis on controloptions available for implementation, it provides a view on where controls should be applied to maximize the uptime of servers, and it provides historical information about the impact of individual servers malfunctioning are not the primary benefits of using an entry in the risk register to track the aggregate risk associated with server failure, but rather the possible outcomes or actions of using the risk register. References = CRISC Certified in Risk and Information Systems Control –Question220; ISACA Certified in Risk and Information Systems Control (CRISC) Certification Exam Question and Answers, question 220.

The first thing that should be done by IT governance to support the development of a new risk management plan to specifically address legal and regulatory risk scenarios is to establish IT-specific compliance objectives. Compliance objectives are the goals or targets that the organization sets to ensure that its IT activities and processes comply with the relevant laws, regulations, standards, and contracts. Compliance objectives help to define the scope, criteria, and expectations for the IT compliance program, and to align the IT compliance activities with the organization’s strategy, risk appetite, and performance measures. Compliance objectives also help to communicate and demonstrate the organization’s commitment and accountability for IT compliance to the internal and external stakeholders, such as the board, management, regulators, auditors, and customers. The other options are not the first thing that should be done, although they may be useful or necessary steps or components of the IT compliance program. Requesting a regulatory risk reporting methodology, requiring critical success factors (CSFs) for IT risks, and communicating IT key risk indicators (KRIs) and triggers are all activities that can help to implement and monitor the IT compliance program, but they require the prior definition and agreement of the IT compliance objectives. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.4.1, page 2-37.

 The number of projects going live without a security review is the best key control indicator (KCI) to indicate whether security requirements are identified and managed throughout a project life cycle, because it measures the compliance and effectiveness of the security review process. A security review is a process that ensures that the security requirements are defined, implemented, tested, and verified for each project, and that any security risks or issues are identified and resolved before the project is deployed. The number of projects going live without a security review should be minimized or eliminated, as it indicates afailure or weakness of the security review process. The other options are not the best KCIs, because they do not directly measure the identification and management of security requirements. The number of employees completing project-specific security training, the number of security projects started in core departments, and the number of security-related status reports submitted by project managers areexamples of input or output indicators that measure the activities or results of the project, but not the security requirements. References = CRISC: Certified in Risk & Information Systems Control Sample Questions

A consolidated view into the organization’s risk profile is a comprehensive and integrated representation of the risks that may affect the organization’s objectives, performance, and value creation12.

The most helpful material to provide a consolidated view into the organization’s risk profile is the IT risk register, which is a document that records and tracks the IT-related risks, their sources, impacts, likelihoods, responses, owners, and statuses within the organization34.

The IT risk register is the most helpful material because it provides a complete and consistent overview of the IT risk landscape, and enables the identification, analysis, evaluation, treatment, monitoring, and communication of IT risks across the organization34.

The IT risk register is also the most helpful material because it supports the project prioritization and resource allocation decisions, by highlighting the most significant and relevant IT risks, and by showing the alignment of the IT risk responses with the organization’s risk appetite, strategy, and objectives34.

The other options are not the most helpful materials, but rather possible inputs or outputs of the IT risk register. For example:

A list of key risk indicators (KRIs) is a set of metrics that measure the occurrence or status of IT risks, and provide timely and relevant information and feedback to the organization56. However, a list of KRIs is not the most helpful material because it does not provide a comprehensive and integrated view of the IT risk profile, but rather a snapshot or a trend of selected IT risks56.

Internal audit reports are documents that present the findings and recommendations of the internal audit function, which evaluates the adequacy and effectiveness of the IT risk management and control processes within the organization78. However, internal audit reports are not the most helpful material because they do not provide a comprehensive and integrated view of the IT risk profile, but rather a periodic and independent assessment of specific IT risk areas78.

A list of approved projects is a document that records and tracks the IT projects that have been authorized and funded by the organization, and their objectives, scope, schedule, budget, and status . However, a list of approved projects is not the most helpful material because it does not provide a comprehensive and integrated view of the IT risk profile, but rather a summary of the IT project portfolio . References =

1: Risk IT Framework, ISACA, 2009

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

3: IT Risk Register Template, ISACA, 2019

4: IT Risk Register Toolkit, ISACA, 2019

5: KPIs for Security Operations & Incident Response, SecurityScorecard Blog, June 7, 2021

6: Key Performance Indicators (KPIs) for Security Operations and Incident Response, DFLabs White Paper, 2018

7: IT Audit and Assurance Standards, ISACA, 2014

8: IT Audit and Assurance Guidelines, ISACA, 2014

IT Project Management Framework, University of Toronto, 2017

IT Project Management Best Practices, ISACA Journal, Volume 1, 2018

Risk assessmentsprovide a prioritized view of potential threats, their likelihood, and impact. This enables management tofocus resourceson high-priority risks, ensuring cost-effective mitigation aligned with organizational goals.

According to the CRISC Review Manual, enterprise architecture (EA) is a comprehensive framework that defines the structure and operation of an organization, including its business processes, information systems, technology infrastructure, organizational structure, and strategic objectives2. An EA program is a set of principles, policies, standards, and guidelines that govern the development and implementation of the EA3. By having an approved EA program, an organization can ensure that its risk management is aligned with its goals and objectives, as the EA provides a clear and consistent vision of the desired state and direction of the organization, as well as the means to achieve and measure it4. The EA also helps to identify and prioritize the risks and opportunities that may affect the organization’s performance and resilience. The other options are not as effective or relevant as option D, as they do not directly relate to the alignment of risk management with organizational goals and objectives. Option A, having approved policies that provide operational boundaries, is more related to the governance and compliance of risk management, not its alignment. Option B, having organizational controls to manage risk appetite, is more related to the implementation and monitoring of risk management, not its alignment. Option C, continually evaluating environmental changes that impact risk, is more related to the identification and assessment of risk management, not its alignment.