According to the CRISC Review Manual1, controls are the policies, procedures, practices, and organizational structures that are designed and implemented to manage risk. The most important factor when defining controls is to align them with the business objectives, as this helps to ensure that the controls support the achievement of the organization's strategy, goals, and values. Aligning controls with business objectives also helps to optimize the benefits and costs of controls, and to prioritize and allocate resources for control implementation and maintenance. References = CRISC Review Manual1, page 202.

is incorrect. CFO is the most senior official 0f the enterprise who is accountable for financial planning, record keeping, investor relations and financial risks. CFO is not responsible for responsible for setting up the risk governance process, establishing and maintaining a common risk view, making risk-aware business decisions, and setting the enterprise's risk culture. Answer: C is incorrect. Human resource is the most senior official of an enterprise who is accountable for planning and policies with respect to all human resources in that enterprise. HR is not responsible for risk related activities.

The best approach to identify relevant risk scenarios is to engage line management in risk assessment workshops. Risk scenarios are hypothetical situations that describe how a risk event could occur and what the consequences could be1. Identifying risk scenarios can help to understand and communicate the nature and impact of the risks, and to design and evaluate the risk responses2. To identify relevant risk scenarios, it is important to involve the people who are responsible for or affected by the risks, such as the line managers. Line managers are the managers who oversee the operational activities and processes of the organization, and who report to the senior or executive management3. By engaging line managers in risk assessment workshops, the organization can:
* Leverage the line managers' knowledge and experience of the operational environment, the business
* objectives, the stakeholder expectations, and the potential threats and opportunities4.
* Encourage the line managers' participation and collaboration in the risk identification and analysis process, and foster a risk-aware culture and mindset5.
* Enhance the line managers' ownership and accountability of the risks and the risk responses, and ensure their alignment and commitment to the risk management strategy and objectives6.
The other options are not the best approaches to identify relevant risk scenarios, because:
* Escalating the situation to risk leadership is not an effective or efficient way to identify risk scenarios, as it may bypass or undermine the line managers' role and responsibility in the risk management process. Risk leadership is the function or role that provides the vision, direction, and guidance for the risk management activities and initiatives of the organization7. Escalating the situation to risk leadership may imply that the line managers are not capable or willing to identify and manage the risks, or that the risk leadership is not aware or involved in the risk management process. This may create confusion, conflict, or distrust among the risk management stakeholders, and reduce the quality and credibility of the risk scenarios.
* Engaging internal audit for risk assessment workshops is not a suitable or appropriate way to identify risk scenarios, as it may violate the independence and objectivity of the internal audit function. Internal audit is an independent and objective assurance and consulting activity that evaluates and improves the effectiveness of the organization's governance, risk management, and control processes8. Engaging internal audit for risk assessment workshops may compromise the internal audit's role and mandate, as it may create a conflict of interest or a self-review threat. Internal audit should not be involved in the risk identification and analysis process, but rather provide assurance or advice on the adequacy and reliability of the process.
* Reviewing system and process documentation is not a sufficient or comprehensive way to identify risk scenarios, as it may overlook or miss some important or emerging risks. System and process documentation are the records or artifacts that describe the structure, functions, features, and requirements of the organization's systems and processes. Reviewing system and process documentation can help to identify some risks that are related to the design, implementation, or operation of the systems and processes, but it cannot capture all the risks that may affect the organization. Some risks may arise from external or internal factors that are not reflected or updated in the system and process documentation, such as changes in the market, technology, regulation, or stakeholder expectations.
References =
* Risk Scenarios Toolkit - ISACA
* Risk Scenarios Starter Pack - ISACA
* Line Manager - CIO Wiki
* Engaging Line Managers in Risk Management - IRM
* Risk Culture - CIO Wiki
* Risk Ownership - CIO Wiki
* Risk Leadership - CIO Wiki
* Internal Audit - CIO Wiki
* [System Documentation - CIO Wiki]

Section: Volume D

D, and B are incorrect. Depending upon the condition, that is, the risk itself, the
company's attitude and appetite of risk, and the threat and opportunity combination of the risk,
these response options can be chosen.