Conducting phishing exercises would best help minimize the risk associated with social engineering threats, because they can help to raise awareness and educate employees about the common techniques and tactics used by social engineers, such as sending deceptive emails or text messages that ask for sensitive information or direct users to malicious websites. Phishing exercises are simulated attacks that test the employees' ability to recognize and respond to social engineering attempts, and provide feedback and guidance on how to improve their security behavior. By conducting phishing exercises, the organization can measure and improve the employees' level of security awareness and resilience, and reduce the likelihood and impact of falling victim to social engineering attacks. The other options are less effective ways to minimize the risk associated with social engineering threats. Enforcing employees' sanctions can help to deter and punish employees who violate the security policies or procedures, but it may not prevent or reduce the occurrence of social engineering attacks, as they may target employees who are unaware, careless, or coerced by the attackers.
Enforcing segregation of duties can help to prevent or limit the damage caused by social engineering attacks, by restricting the access and authority of employees to perform certain tasks or functions, but it may not address the root cause or source of the attacks, which is the human factor. Reviewing the organization's risk appetite can help to define and communicate the amount and type of risk that the organization is willing to accept in pursuit of its objectives, but it may not directly affect or influence the employees' behavior or attitude toward social engineering threats, which may depend on their individual or situational factors. References = How to Prevent and Mitigate Social Engineering Attacks 1

Embedding Risk Management:
Integrated Approach: Embedding risk management in business activities ensures that risk considerations are part of everyday decision-making processes and operations.
Cultural Shift: Promotes a risk-aware culture where all employees understand their role in managing risk, leading to more proactive and effective risk management practices.
Comparison with Other Options:
Communicating Risk Awareness Materials: Important for education but less impactful than embedding risk management in daily activities.
Establishing KRIs: Useful for monitoring but does not ensure risk management practices are integrated into all business processes.
Minimizing Inherent Risk: This is an outcome of effective risk management rather than a method to ensure its effectiveness.
Best Practices:
Training and Awareness: Provide ongoing training to employees to embed risk management practices in their roles.
Policy and Procedures: Develop and enforce policies and procedures that integrate risk management into all business activities.
Leadership Support: Ensure strong support from leadership to promote and sustain a risk-aware culture.
References:
CRISC Review Manual: Emphasizes the importance of embedding risk management into business activities to ensure comprehensive and effective risk practices .
ISACA Guidelines: Support the integration of risk management into all levels of the organization to achieve effective risk management outcomes .

The primary reason for logging is to provide evidence of activities, ensuring accountability and traceability.
This supports investigations, audits, and compliance requirements, aligning withControl Monitoring and Reportingstandards.

Introducing control procedures early in the IoT solution life cycle ensures proactive identification and mitigation of risks. This approach aligns withSecure System Development PracticesandRisk Mitigation Strategies, reducing exposure as the solution evolves.

Deviation from a mitigation action plan's completion date should be determined by the risk owner as determined by risk management processes, because the risk owner is the person or entity who has the accountability and authority to manage the risk and its associated mitigation actions. The risk owner should monitor and report the progress and status of the mitigation action plan, and determine if there is any deviation from the expected completion date, based on the risk management processes and criteria. The other options are not the ones who should determine the deviation, because:
Option A: Change management as determined by a change control board is a process that ensures that any changes to the project scope, schedule, cost, or quality are controlled and approved, but it does not determine the deviation from the mitigation action plan's completion date, which is a risk management activity.
Option B: Benchmarking analysis with similar completed projects is a technique that compares the performance and practices of the current project with those of similar or successful projects, but it does not determine the deviation from the mitigation action plan's completion date, which is a risk management activity.
Option C: Project governance criteria as determined by the project office is a set of rules and standards that define the roles, responsibilities, and authority of the project stakeholders, but it does notdetermine the deviation from the mitigation action plan's completion date, which is a risk management activity. References = Risk and Information Systems Control Study Manual, 7th Edition, ISACA, 2020, p.
122.