The greatest challenge for a risk practitioner during a merger of two organizations is the variances between organizational risk appetites, as they may indicate a significant difference in the risk culture, strategy, and objectives of the two organizations, and may require a complex and lengthy process of alignment and integration. Different taxonomies to categorize risk scenarios, disparate platforms for governance, risk, and compliance (GRC) systems, and dissimilar organizational risk acceptance protocols are not the greatest challenges, as they are more related to the technical, operational, or procedural aspects of risk management, rather than the strategic or cultural aspects of risk management. References = CRISC Review Manual, 7th Edition, page 109.

A security awareness training program is an educational program that aims to equip the organization's employees with the knowledge and skills they need to protect the organization's data and sensitive information from cyber threats, such as hacking, phishing, or other breaches12.
A risk-aware culture is a culture that values and promotes the understanding and management of risks, and encourages the behaviors and actions that support the organization's risk objectives and strategy34.
The best indication of an improved risk-aware culture following the implementation of a security awareness training program for all employees is an increase in the number of incidents reported, which is the frequency or rate of security incidents that are detected and communicated by the employees to the appropriate authorities or channels56.
An increase in the number of incidents reported is the best indication because it shows that the employees have gained the awareness and confidence to recognize and report the security incidents that may affect the organization, and that they have the responsibility and accountability to contribute to the organization's risk management and security posture56.
An increase in the number of incidents reported is also the best indication because it enables the organization to respond and recover from the security incidents more quickly and effectively, and to prevent or reduce the recurrence or escalation of similar incidents in the future56.
The other options are not the best indication, but rather possible outcomes or consequences of an improved risk-aware culture or a security awareness training program. For example:
A reduction in the number of help desk calls is an outcome of an improved risk-aware culture or a security awareness training program that indicates the employees have become more self-reliant and proficient in solving or preventing the common or minor IT issues or problems . However, this outcome does not measure the employees' awareness or reporting of security incidents, which may be more serious or complex .
An increase in the number of identified system flaws is a consequence of an improved risk-aware culture or a security awareness training program that indicates the employees have become more vigilant and proactive in finding and reporting the vulnerabilities or weaknesses in the IT systems or processes . However, this consequence does not measure the employees' awareness or reporting of security incidents, which may exploit or leverage the system flaws .
A reduction in the number of user access resets is an outcome of an improved risk-aware culture or a security awareness training program that indicates the employees have become more careful and responsible in managing and protecting their user credentials or accounts . However, this outcome does not measure the employees' awareness or reporting of security incidents, which may compromise or misuse the user access
. References =
1: Security Awareness Training - Cybersecurity Education Online | Proofpoint US5
2: What Is Security Awareness Training and Why Is It Important? - Kaspersky6
3: Risk IT Framework, ISACA, 2009
4: IT Risk Management Framework, University of Toronto, 2017
5: Security Incident Reporting and Response, University of Toronto, 2017
6: Security Incident Reporting and Response, ISACA, 2019
IT Help Desk Best Practices, ISACA Journal, Volume 2, 2018
IT Help Desk Best Practices, ISACA Now Blog, February 12, 2018
System Flaw Reporting and Remediation, University of Toronto, 2017
System Flaw Reporting and Remediation, ISACA, 2019
User Access Management and Control, University of Toronto, 2017
User Access Management and Control, ISACA, 2019

Risk events are specific occurrences or changes that have a potential impact on the achievement of objectives.
They can be positive or negative, and they can be internal or external to the organization. Risk events provide the basis for developing realistic risk scenarios, which are hypothetical situations that illustrate the possible consequences of a risk event. Risk scenarios help to understand and communicate the nature, sources, and causes of risk, as well as the potential impact and likelihood of risk occurrence. Risk scenarios can also be used to test the effectiveness of risk responses and controls.
The other options are not as useful as risk events for developing realistic risk scenarios. A balanced scorecard (A) is a strategic management tool that measures the performance of the organization against its objectives, vision, and strategy. It does not provide specific information about risk events or their consequences. A risk appetite (B) is the amount and type of risk that an organization is willing to accept in pursuit of its objectives.
It does not describe the risk events or their scenarios, but rather the level of risk tolerance and acceptance. A risk map is a graphical representation of the risk profile of the organization, showing the relationship between the likelihood and impact of different risks. It does not provide the details or context of the risk events or their scenarios, but rather the relative ranking and prioritization of risks.

When updating a risk register with the results of an IT risk assessment, the risk practitioner should log the known risk scenarios, because they are the risk scenarios that have been identified and assessed in the IT risk assessment process. The risk register should document and track the known risk scenarios, their characteristics, their status, and their responses. The other options are not the ones that should be logged, because:
* Option A: High impact scenarios are the risk scenarios that have a high potential impact on the business objectives and processes, but they are not the only ones that should be logged. The risk register should include all the known risk scenarios, regardless of their impact level.
* Option B: High likelihood scenarios are the risk scenarios that have a high probability of occurrence, but they are not the only ones that should be logged. The risk register should include all the known risk scenarios, regardless of their likelihood level.
* Option C: Treated risk scenarios are the risk scenarios that have been addressed by the risk response actions, but they are not the only ones that should be logged. The risk register should include all the known risk scenarios, regardless of their treatment status. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p. 108.

The effective implementation of a risk treatment plan is best indicated by managing residual risk within the organization's appetite and tolerance levels. Residual risk is the remaining risk after controls have been applied, and ensuring it is within acceptable levels demonstrates that the risk treatment plan is effective.
* Managing Residual Risk within Appetite and Tolerance (Answer B):
* Definition: Residual risk is the risk remaining after risk treatment measures have been implemented.
* Significance: Managing residual risk within the set appetite and tolerance levels shows that the implemented controls are effective and aligned with the organization's risk management objectives.
* Outcome: It ensures that the organization's risk exposure is kept within acceptable boundaries, thereby protecting its assets and operations.
* Comparison with Other Options:
* A. Inherent risk is managed within an acceptable level:
* Definition: Inherent risk is the risk before any controls are applied.
* Limitation: The focus should be on residual risk post-treatment.
* C. Risk treatments are aligned with industry peers:
* Purpose: While benchmarking is useful, it does not directly indicate the effectiveness of risk treatment.
* D. Key controls are identified and documented:
* Purpose: Identifying and documenting controls is necessary, but effectiveness is shown by managing residual risk.
References:
* ISACA CRISC Review Manual, Chapter 3, "Risk Response and Reporting", which highlights the importance of managing residual risk within the organization's appetite and tolerance.