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The primary reason for an IS auditor to perform a risk assessment is to help identify areas with a relatively high probability of material problems. A risk assessment is a systematic process of evaluating the potential risks that may be involved in an activity or undertaking. It involves identifying the sources of risk, analyzing the likelihood and impact of the risk, and prioritizing the risks based on their significance. A risk assessment helps the IS auditor to focus on the areas that are most vulnerable to errors, fraud, or inefficiencies, and to design appropriate audit procedures to address those risks. A risk assessment also helps the IS auditor to allocate audit resources efficiently and effectively.

A risk assessment does not provide a basis for the formulation of corrective action plans, as this is a responsibility of management, not the IS auditor. A risk assessment does not increase awareness of the types of management actions that may be inappropriate, as this is a matter of professional ethicsand judgment. A risk assessment does not help to identify areas that are most sensitive to fraudulent or inaccurate practices, as this is a result of the risk assessment, not its purpose.

 An IT strategic plan that best leverages IT in achieving organizational goals will include enterprise architecture (EA) impacts. EA is the practice of analyzing, designing, planning, and implementing enterprise analysis to successfully execute on business strategies1. EA helps organizations structure IT projects and policies to align with business goals, to stay agile and resilient in the face of rapid change, and to stay on top of industry trends and disruptions1. EA also describes an organization’s processes, information processes and personnel and other organizational subunits aligned with the organization’s core goals and strategies2. By including EA impacts in the IT strategic plan, an organization can ensure that the IT initiatives are consistent with the business vision, objectives, and tactics, and that they support the desired business outcomes3.

A comparison of future needs against current capabilities, a risk-based ranking of projects, and IT budgets linked to the organization’s budget are all important elements of an IT strategic plan, but they do not necessarily leverage IT in achieving organizational goals. A comparison of future needsagainst current capabilities can help identify gaps and opportunities for improvement, but it does not provide a clear direction or roadmap for how to achieve them. A risk-based ranking of projects can help prioritize the most critical and beneficial projects, but it does not ensure that they are aligned with the business strategy or that they deliver value to the stakeholders. IT budgets linked to the organization’s budget can help allocate resources and monitor costs, but they do not reflect the impact or contribution of IT to the business performance or growth.

The best indicator of the performance of a web application is the average response time. This metric measures how long it takes for the web server to process and deliver a request from the client. It reflects the user’s perception of how fast or slow the web application is, and it affects the user’s satisfaction, engagement, and conversion. A low average response time means that the web application is responsive and efficient, while a high average response time means that the web application is sluggish and unreliable.

HTTP server error rate, server thread count, and server uptime are not as good indicators of the performance of a web application as the average response time. HTTP server error rate measures how often the web server fails to handle a request and returns an error code, such as 404 (Not Found) or 500 (Internal Server Error). This metric indicates the reliability and availability of the web application, but it does not capture how fast or slow the web application is. Server thread count measures how many concurrent requests the web server can handle at a given time. This metric indicates the scalability and capacity of the web application, but it does not capture how long each request takes to process. Server uptime measures how long the web server has been running without interruption. This metric indicates the stability and resilience of the web application, but it does not capture how well the web application performs during that time.

Obtaining management’s consent to the testing scope in writing is the most important step prior to finalizing the scope of testing, as it ensures that the penetration testers have the authorization and approval to perform the testing activities. It also protects them from any legal liabilities or accusations of unauthorized access or damage. The other options are not as important as obtaining management’s consent, and they may vary depending on the specific situation and agreement. For example, some systems may not be excluded from the testing scope, and some tests may not be restricted to the test environment. References: CISA Review Manual (Digital Version) 1, page 381-382.