Risk Management Lecture 1 Flashcards

1
Q

What is the formal definition of risk?

A

The estimated frequency and potential impact of future loss.

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2
Q

What is the oversimplified risk equation?

A

Risk ($/year) =
potential impact of an event on the business $ amount of lost revenue
*
estimated frequency of such events (# of events per year)

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3
Q

What is the official equation for calculating risk?

A

ALE = SLE * ARO

ALE (Annual loss expectancy) = SLE (single loss expectancy) *ARO (Annualized Rate of Occurrence)

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4
Q

What is SLE(Single Loss Expectancy)?

A

SLE is a defined as a dollar amount that is assigned to a single event that represents the company’s potential loss amount if a specific threat were to take place.

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5
Q

What is ARO (Annualized Rate of Occurrence)?

A

ARO is the value that represents that estimated frequency of a specific threat taking place within a 12-month period. For example, ARO = 2, means event takes place twice a year; ARO = 0.5, means event takes place once for every two years; ARO = 0, means event won’t happen at all.

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6
Q

What does an ARO(Annualized Rate of Occurence) of 5 mean?

A

Since ARO is based on a 12 month period that means we expect 5 events to take place in a 12 month span.

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7
Q

According to COSO(Committee of Sponsoring Organizations)

What is ERM (Enterprise Risk Management) ?

A

A process

Effected by an entities:
Board of directors,
Management,
and other personnel

Applied in a strategic-setting and across the enterprise

designed to identify potential events that may effect the entity

And manage the risk within its appetite

To provide reasonable assurance in achieving the entities roles.

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8
Q

What is risk appetite defined by COSO?

A

Risk appetite is the amount of risk,
on a broad level
that an organization is willing to accept
in pursuit of its business objectives

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9
Q

What are the key benefits of following a common framework for managing enterprise risk?

A
  1. Adopt a common risk language
  2. Conduct an enterprise risk assessment to identify and Prioritise
  3. Perform a gap analysis of the current and target capabilities around managing the critical risks
  4. Make Informed business decisions at all levels of an organization using repeatable process
  5. Align risk management effort with company’s vision, goals, and objectives
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10
Q

According to COSO what is the purpose of KRIs(Key risk indicators)?

A

Key risk indicators are metrics used by organizations to provide an early
signal of increasing risk exposures in various areas of the enterprise

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11
Q

What are the various roles KRIs have within an organization?

Hint: 6

A
  1. Quanifiable early warning signals
  2. Timely monitoring of potential risks
  3. Sufficient time for preparing risk mitigation programs
  4. Clear perspective into organizations risk position
  5. Better insight into risks and controls
  6. Awareness on risk patterns and trends
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12
Q

What are the features of good KRIs?

A

KRIs can be early warning signals

KRIs address the key risk drivers

KRIs must be specific to business activity

KRIs are best identified via data and process analysis

KRIs should help with business decision making

KRI thresholds should link to risk appetite

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13
Q

What are Leading(Proactive) Indicators?

A

Leading indicators identify emerging trends
for risks and enable management to take
proactive steps to prevent events from
occurring

Eg.
• % of employees that rated work environment
below satisfactory in survey
• # of clients who complained on social media
• # of employees who can access sensitive
customer data

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14
Q

What is a Lagging(Detective) indicator?

A

Lagging indicators may be considered
“detective” in nature and provide
information about events that have
occurred in the past

eg.

Medical claims specialist turnover
• # of privacy lawsuits filed by clients
• # of system failures per month
• # of customer complaints

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15
Q

What are the 3 lines of defense in the “3 Lines of defense model”?

A
  1. Business and IT Functions
  2. IT Risk Management Functions
  3. Internal audits
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16
Q

Key Challenges for implementing the 3 lines of defence model

A
  1. May require change of existing business processes
    1. Lack of awareness or education for the first line staff, e.g., “What risk events to be reported to the 2nd line at the end of the day?”
  2. Can be expensive to operate and may not be working for companies with a small budget
17
Q

What to be considered when you are tasked with designing a IT Risk management framework from scratch?

A
  1. Company’s existing framework or processes for risk management
    • Try to leverage of existing framework as much as possible and minimize the disruption
    1. Level of maturity for risk managing and the company’s overall awareness about risk management
  2. Competitive landscape of the industry in which the company operates