Isaca CRISC Questions Answers

Disaster recovery plans are essential for ensuring the continuity and resilience of business operations in the event of a disruption or disaster. However, creating and maintaining separatedisaster recovery plans for each business unit may not be cost-effective or efficient, as it may result in duplication, inconsistency, or gaps in the plans. Therefore, the best course of action would be to evaluate opportunities to combine disaster recovery plans across the business units, where possible and appropriate. This would help to achieve economies of scale, standardization, and alignment of the plans, as well as reduce complexity and costs. However, this does not mean that all disaster recovery plans should be identical or centralized, as different business units may have different risk profiles, recovery objectives, and requirements. Therefore, the combined disaster recovery plans should still be tailored and customized to suit the specific needs and characteristics of each business unit. References = ISACA CRISC Review Manual, 7th Edition, Chapter 2, Section 2.3.2, page 71.

An increase in emergency changes without proper approval indicates potential weaknesses in the change management process. Initiating a comprehensive review helps identify root causes, assess control effectiveness, and implement necessary improvements to prevent recurrence.

A change management process is a set of procedures and activities that ensure that any changes to the IT systems or applications are planned, approved, tested, implemented, and documented in a consistent and controlled manner.

A change management process has recently been updated with new testing procedures. This means that the process has been improved or modified to include new or additional steps or methods for verifying and validating the changes before they are deployed to the production environment.

The next course of action after updating the change management process with new testing procedures is to communicate to those who test and promote changes. This means that the change management team or function should inform and educate the people who are involved or affected by the changes, such as the developers, testers, users, customers, etc., about the new testing procedures, their purpose, benefits, requirements, and expectations.

Communicating to those who test and promote changes helps to ensure that the new testing procedures are understood and followed by all the parties, that the changes are tested and promoted in accordance with the process standards and criteria, and that the changes are delivered with the expected quality and performance.

The other options are not the next courses of action after updating the change management process with new testing procedures. They are either secondary or not essential for change management.

The references for this answer are:

Risk IT Framework, page 27

Information Technology & Security, page 21

Risk Scenarios Starter Pack, page 19

Being the first to market is a competitive advantage that can help an organization gain market share, customer loyalty, and brand recognition. However, this advantage can be lost if the projectis delayed and the competitors catch up or surpass the organization. Therefore, the project delivery time is of greatest concern to senior management, as it directly affects the strategic objective of the project. The other options are less critical, as they can be managed or mitigated by the project team. More time for testing can improve the quality and reliability of the product, a new project manager can bring fresh ideas and perspectives, and the cost overrun can be justified by the expected benefits and revenues of the product. References = Project Initiation: The First Step to Project Management [2023] • Asana, 12 Steps to Initiate and Plan a Successful Project