CRISC Exam Dumps - Certified in Risk and Information Systems Control

The best tool for communicating strategic risk priorities is a heat map. A heat map is a graphical representation of the risk profile of an enterprise, showing the likelihood and impact of various risks on a matrix. A heat map can help to highlight the most significant risks that require attention, as well as the risk appetite and tolerance levels of the enterprise. A heat map can also facilitate the comparison of risks across different business units, processes, or objectives, and enable the communication of risk information to stakeholders in a clear and concise manner. References = Risk and Information Systems Control Study Manual, 7th Edition, Chapter 5, Section 5.3.1, page 240.

According to the CRISC Review Manual (Digital Version), the best way to mitigate the risk associated with data integrity loss in the new payroll system after data migration is to compare the processing output from both systems using the previous month’s data, as this ensures that thenew system produces the same results as the old system for the same input data. Comparing the processing output from both systems using the previous month’s data helps to:

Verify the accuracy and completeness of the data migration process and identify any errors or discrepancies in the data transfer

Validate the functionality and performance of the new system and confirm that it meets the business requirements and expectations

Evaluate the consistency and reliability of the data processing and reporting in the new system and detect any anomalies or deviations

Recommend and implement appropriate actions or measures to address any issues or findings in the data migration and the new system

Communicate and coordinate the data migration and the new system testing with the relevant stakeholders, such as the data owners, the users, and the senior management

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

The most useful tool for measuring the existing risk management process against a desired state is the capability maturity model, as it provides a structured and standardized way to assess the current and target levels of maturity, performance, and effectiveness of the risk management process, and to identify the gaps and improvement opportunities. The balanced scorecard, the risk management framework, and the risk scenario analysis are not the most useful tools, as they are more related to the evaluation, design, or identification of the risk management process, respectively, rather than the measurement of the risk management process. References = CRISC Review Manual, 7th Edition, page 154.

The best way to ensure the continued effectiveness of the IT risk management function within an organization experiencing high employee turnover is to have well documented policies and procedures. Policies and procedures are the formal documents that define the roles, responsibilities, processes, and standards for the IT risk management function. They provide guidance, consistency, and continuity for the IT risk management activities and outcomes. They also facilitate the knowledge transfer, training, and performance evaluation of the IT risk management staff. The other options are not as helpful as well documented policies and procedures, as they are related to the tools, mechanisms, or structures that support the IT risk management function, not the foundation and direction of the IT risk managementfunction. References = Risk and Information Systems Control Study Manual, Chapter 1: IT Risk Identification, Section 1.1: IT Risk Management Process, page 15.

 The best way to measure the effectiveness of the subsidiary’s IT systems controls is to review metrics and key performance indicators (KPIs), as they provide quantitative and qualitative measures of the performance and outcomes of the IT systems and processes, and how well they meet the predefined standards and expectations. Metrics and KPIs can help to evaluate the efficiency, reliability, security, and quality of the IT systems and controls, and to identify any gaps, weaknesses, or issues that need to be addressed. Metrics and KPIs can also help to compare and benchmark the subsidiary’s IT systems and controls with those of the parent organization or other similar entities. The other options are not the best ways to measure the effectiveness of the subsidiary’s IT systems controls, although they may be useful or complementary methods. Implementing IT systems in alignment with business objectives is a good practice, but it does not measure the effectiveness of the IT systems controls, as it focuses on the alignment andintegration of the IT systems with the business strategy and goals. Reviewing design documentation of IT systems can provide some information on the specifications and requirements of the IT systems, but it does not measure the effectiveness of the IT systems controls, as it does not reflect the actual implementation and operation of the IT systems. Evaluating compliance with legal and regulatory requirements can ensure that the subsidiary’s IT systems and controls meet the minimum standards and obligations of the foreign country, but it does not measure the effectiveness of the IT systems controls, as it does not consider the performance and outcomes of the IT systems and processes. References = Risk and Information Systems Control Study Manual, Chapter 5: Risk and Control Monitoring and Reporting, page 187.

According to the CRISC Review Manual (Digital Version), the next course of action when a risk practitioner finds the IT department’s recovery time objective (RTO) for a key system does not align with the enterprise’s business continuity plan (BCP) is to consult with the IT department to update the RTO. The RTO is the maximum acceptable time that an application, computer, network, or system can be down after an unexpected disaster, failure, or comparable event takes place. The RTO should be aligned with the BCP, which is a set of policies, procedures, and resources that enable the organization to continue or resume its critical business functions in the event of a disruption. Consulting with the IT department to update the RTO helps to:

Ensure that the RTO reflects the current business requirements and expectations for the availability and recovery of the key system

Evaluate the feasibility and cost-effectiveness of achieving the RTO with the existing IT resources and capabilities

Identify and implement the necessary changes or improvements in the IT infrastructure, processes, and controls to meet the RTO

Test and validate the RTO and the IT recovery procedures and verify their compatibility and consistency with the BCP

Communicate and coordinate the RTO and the IT recovery plan with the relevant stakeholders, such as the business owner, the risk owner, and the senior management

References = CRISC Review Manual (Digital Version), Chapter 3: IT Risk Response, Section 3.3: Risk Response Options, pp. 174-1751

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 theappropriate risk responses to ensure the continuity of operations. References = CRISC Review Manual, 7th Edition, page 66.

Control effectiveness directly influences risk severity—stronger controls reduce impact, weaker ones increase it. ISACA guidelines specify that ongoing impact ratings should reflect updated control performance assessments.