Chapter 1 - Risk Identification Tools Flashcards

(50 cards)

1
Q

What are the most dangerous risks

A

those we ignore, as they can lead to nasty surprises

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2
Q

What must be done before organizing risks in a register

A

identify risks specific to your business, not just an external list, and then assess, mitigate and monitor them

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3
Q

How should Risk identification in an organization take place

A

top-down at senior management level, and
bottom-up at business process level

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4
Q

What does top-down Risk identification at senior management level look at

A

the large exposures and threats to the business

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5
Q

What does bottom-up Risk identification at business process level look at

A

local or specific vulnerabilities or inefficiencies

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6
Q

Do you need top down and bottom up risk identifcation or can you survive with just one

A

both are vital because it is not sufficient to have one without the other

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7
Q

How often should Top-down risk analysis be performed

A

between one and four times a year

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8
Q

What determines the frequency of top down risk analysis

A

the growth and development of the business and the level of risks

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9
Q

What is the aim of Top-down risk analysis

A

identify key risks, the major threats that
jeopardize objectives

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10
Q

Who do Top-down risk identification sessions typically include

A

Senior risk owners, Executive committee members, Heads of business lines

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11
Q

How are Top-down risk identification sessions organized as

A

brainstorming workshops

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12
Q

What is Top-down risk identification exercises similar to

A

scenario generation, which is the first phase of scenario analysis

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13
Q

For small to medium-sized firms, how should top down risk ident. meetings take place

A

with both risk identification and scenario generation in mind in order to save time

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14
Q

what can the result of top down risk ident. meetings be used as inputs for

A

risk and control self-assessment (RCSA) exercises and scenario analysis

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15
Q

What 4 risks does top down look at

A
  • Risks to strategy
  • Emerging risks
  • Global trends
  • Major threats
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16
Q

What 4 things does bottom up look at

A
  • Operational efficiency:
  • Organized processes
  • Efficient systems
  • Competent staff
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17
Q

what is one of the most efficient ways to identify important threats to a business

A

Top-down risk analysis

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18
Q

is top down or bottom up more common in the industry

A

bottom-up

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19
Q

who tends to employ only bottom up risk identification

A

firms new to the discipline, where the practice is the least
mature.

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20
Q

If the scope of the bottom-up risk identification exercise is too restricted what happens?

A

the output will be a disparate collection of small risks, eg manual errors/process risks, not much value to senior management.

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21
Q

what are the most common bottom-up risk identification techniques

A

process mapping and interviews

22
Q

What are the typical large exposures for a business

A

large company projects and critical third parties

23
Q

What are an increasing focus in operational risk management

A

Operational risks related to projects and
to outsourcing practices

24
Q

Large exposure typically relates to what category of risk?

A

high impact/low probability risks

25
vulnerabilities relate to what type of risks
higher frequency but not necessarily lower impact
26
What are the two benefits to the risk identification method of exposure and vulnerabilities
it’s business-driven (s doesn’t require risk management jargon, everyone can relate to) and specific (tailored to a given organization)
27
ready-made lists from industry bodies or the Basel Committee are useful during what stage of identifying risk
ex-post check, to ensure that the exercise has not missed some significant threat
28
who popularized the risk wheel
Institute of Risk Management (IRM) in London
29
what is the risk wheel
support tool to spark creativity during risk identification brainstorming sessions
30
is there only one risk wheel
There are many versions
31
what risk has increased as of recent
political risks and instability
32
what benefit is provided by the circular presentation of the risk wheel
encourages managers to connect risk types, highlighting chains of causes and effects
33
what do risk relationships help with
to prioritize risk mitigation.
34
foreseeable advances in operational risk management
The evolution of risk lists into risk networks
35
What is the most common risk and control identification approach, bottom-up?
Process mapping
36
where is Process mapping well developed
information technology, operations and project management
36
what level should process description be at
level 2 or level 3
37
what if risk ident. is too high-level,
will not be revealing enough
38
what two types of employees stand out when it comes to risk interviews
the most experienced and recent hires
38
what will risk reports rarely be better than
'ears on the ground' speaking to employees
39
what is an “amazement report”
the experience of new employees in their first six weeks, before habit tames their surprise.
40
what is the first thing we review in most institutions
Past losses, or “lagging indicators,”
41
how can we refine the technique of using the past to predict the future
we should distinguish between internal losses, external losses and near misses
42
what do Internal losses indicate
concentrations of operational risk in a firm
43
where do internal losses affect banks
back offices: first financial market activities, retail and then the IT department
44
natural operational risk drivers
number of transactions and the size of the money flows
45
which internal losses should be budgeted and accounted for in pricing
repeated internal losses which do not represent systematic failure in internal controls but simply the level a business is exposed to operational risk
46
what acts as a systematic benchmark that helps risk identification and assessment for mature firms
External losses
47
definition of Near misses
incidents that could have occurred but did not because of sheer luck or fortuitous intervention outside the normal control
48
where are near misses more likely reported
firms which have a no-blame culture