CRISC Exam Results

A key risk indicator (KRI) is a metric that provides information on the level of exposure to a given risk. Changes in risk trend data indicate that the likelihood or probability of a risk occurring has changed. Therefore, the frequency of risk occurrence should be updated in the risk register to reflect the current risk profile. The impact, cost, and legal aspects of risk realization are not directly affected by the changes in risk trend data, unless the nature or severity of the risk has also changed. (Risk and Information Systems Control Review Questions, Answers & Explanations Manual, 5th Edition, page 972

According to the ISACA Risk and Information Systems Control study guide and handbook, the primary benefit of selecting an appropriate set of key risk indicators (KRIs) is that they provide a warning of emerging high-risk conditions. KRIs are metrics that monitor changes in the level of risk exposure and contribute to the early warning signs that enable organizations to report risks, prevent crises, and mitigate them in time. KRIs help risk managers to identify potential threats, assess their impact and likelihood, and take proactive measures to reduce the risk or seize the opportunity12

1: ISACA Risk and Information Systems Control Study Guide, 4th Edition, page 33 2: ISACA Risk and Information Systems Control Handbook, 1st Edition, page 25

Lack of common understanding of the organization’s risk culture is the greatest barrier to achieving the initiative’s objectives, because it hinders the alignment and integration of risk management across the organization. Risk culture is the set of shared values, beliefs, and behaviors that influence how risk is perceived and managed in an organization. A risk universe is a comprehensive and structured representation of all the sources and types of risk that an organization faces. Developing a risk universe requires a common understanding of the organization’s risk culture, as it affects the risk appetite, tolerance, and strategy of the organization. Lack of cross-functional risk assessment workshops, lack of quantitative methods to aggregate the total risk exposure, and lack of an integrated risk management system are all challenges that may affect the development of a risk universe, but they are not the greatest barrier, as they can be overcome with appropriate tools and techniques. References = Risk and Information Systems Control Study Manual, Chapter 2, Section 2.2.1, page 44

•A risk treatment plan is a document that describes the actions and resources needed to implement the chosen risk response strategy for each identified risk1. A risk response strategy is the way an organization decides to address a risk, such as avoiding, accepting, mitigating, or transferring it2.

•Sometimes, a risk treatment plan may not be completed on time due to various reasons, such as delays, resource constraints, technical issues, or changes in the risk environment. In such cases, the best approach is to implement compensating controls until the preferred action can be completed3.

•Compensating controls are alternative or additional controls that provide a similar level of assurance or protection as the original controls, when the latter are not feasible or sufficient3. Compensating controls can help to reduce the residual risk or maintain the risk within the acceptable level until the risk treatment plan is fully executed3.

•For example, if the risk treatment plan involves installing a firewall to protect the network from external threats, but the firewall is not available or compatible with the current system, a compensating control could be to use encryption, authentication, or monitoring tools to secure the network traffic until the firewall is installed3.

•Implementing compensating controls is better than the other options because it allows the organization to continue with the risk treatment plan while maintaining an adequate level of security and compliance. The other options are not advisable for the following reasons:

oReplacing the action owner with a more experienced individual (option A) may not solve the problem if the issue is not related to the action owner’s competence or performance. Moreover, replacing the action owner may cause disruption, confusion, or conflict in the risk management process.

oChanging the risk response strategy of the relevant risk to risk avoidance (option C) may not be possible or desirable if the risk is associated with a critical or beneficial activity or process. Risk avoidance means eliminating the source of the risk or discontinuing the activity that causes the risk2. This may result in losing opportunities, benefits, or value for the organization.

oDeveloping additional key risk indicators (KRIs) until the preferred action can be completed (option D) may not be effective or efficient if the existing KRIs are already sufficient to monitor and measure the risk. KRIs are metrics or data points that provide early warning signals or information about the level or trend of a risk456. Developing additional KRIs may not reduce the risk or improve the risk treatment plan, but may increase the complexity and cost of the risk management process.

References =

•Key Risk Indicators: Examples & Definitions - SolveXia

•Key Risk Indicators: A Practical Guide | SafetyCulture

•Complete Guide to Key Risk Indicators — RiskOptics

•Risk Response Plan in Project Management: Key Strategies & Tips

•Risk response strategies: mitigation, transfer, avoidance, acceptance - Twproject: project management software,resource management, time tracking, planning, Gantt, kanban

•Risk Response Strategies: A Guide to Navigating Uncertainty - Teamly

•Compensating Controls | Audit and Compliance | Pathlock