최신 GRCP 무료덤프 - OCEG GRC Professional Certification

A. Avoid

B. Share

C. Control

D. Accept

A. To identify and address any potential conflicts of interest that may compound or accelerate enforcement actions against the company.

B. To accelerate and compound the impact of favorable events to increase benefits and promote the future occurrence.

C. To enhance the brand image and reputation of the organization.

D. To accelerate and compound the benefits of reducing costs.

A. By conducting regular employee satisfaction surveys

B. By decreasing the ultimate likelihood and impact of harm

C. By implementing a flat organizational structure

D. By focusing on opportunities

A. Identifying critical physical and digital assets, assessing related risks, addressing related risks, measuring and monitoring risks, and performing crisis response

B. Setting direction, setting objectives and indicators, identifying opportunities, aligning strategies, and managing systems

C. Managing mergers and acquisitions, evaluating investment opportunities, conducting due diligence, and integrating acquired businesses

D. Prioritizing assurance activities, planning and performing assessments, using testing techniques, and communicating to enhance confidence

A. To ensure that all stakeholders receive equal consideration.

B. To address the requests, wants, or expectations of stakeholders and inform the mission, vision, and objectives of the organization.

C. To prevent stakeholders from forming alliances against the organization.

D. To comply with industry regulations regarding stakeholder management.

A. The number of positive reviews received for the education program.

B. The number of new courses added to the education program each year.

C. The percentage of employees who pass the final assessment.

D. Time taken to educate a department, time to achieve 100% coverage, and time to detect and correct errors.

A. No, the Second Line cannot provide assurance over First Line activities because it is focused on strategic planning and long-term goals, not on assurance activities

B. Yes, the Second Line can provide assurance over First Line activities regardless of the design or performance of the activities because it has a higher level of authority and the necessary skills

C. No, the Second Line cannot provide assurance over First Line activities because it lacks the necessary authority and jurisdiction

D. Yes, the Second Line may provide assurance over First Line activities so long as the activities under examination were not designed or performed by the Second Line, and the Second Line personnel have the required degree of Assurance Objectivity and Assurance Competence relative to the subject matter and desired Level of Assurance

A. Policy

B. Information

C. People

D. Technology

A. SMART objectives can be more easily communicated to stakeholders to gain their confidence

B. SMART objectives allow the organization to avoid accountability and responsibility for failing to achieve objectives

C. SMART objectives provide clarity, focus, and direction and help ensure that objectives are effectively aligned with the organization's goals and priorities

D. SMART objectives are only relevant for financial objectives and have no impact on non-financial objectives

A. To assess the strengths, weaknesses, opportunities, and threats of the organization.

B. To create a detailed budget and financial forecast for the organization.

C. To define results and indicators that are Stacked, Monitored, Achievable, Right, and Timely, especially for results and indicators that "run the organization."

D. To define results and indicators that are Specific, Measurable, Achievable, Relevant, and Time-Bound, especially for results and indicators that "run the organization."

A. Effectiveness, Efficiency, Responsiveness, and Resilience

B. Accuracy, Precision, Speed, and Stability

C. Quality, Productivity, Flexibility, and Durability

D. Compliance, Consistency, Adaptability, and Robustness

A. By disregarding any notifications that do not meet specific criteria or thresholds so the remainder can be more efficiently routed

B. By establishing a single point for referral regardless of the topic or type

C. By requiring that all notifications be reviewed by the general counsel before any action is taken

D. By prioritizing, substantiating, validating, and routing notifications based on topic, type, and severity

A. By identifying potential legal and regulatory issues.

B. By comparing the capability's performance to industry standards or best practices.

C. By assessing the impact of organizational culture.

D. By evaluating the effectiveness of risk management campaigns.

A. Because it ensures compliance with regulatory requirements.

B. Because it reduces the likelihood of employee turnover.

C. Because it enables the capability and organization to evolve and enhance total performance.

D. Because it increases the organization's market share.

A. They determine the organization's market share and competitive positioning as part of assessing its financial value to shareholders

B. They set voluntary boundaries for how the organization operates and often explain design decisions about the operating model

C. They establish the organization's code of conduct

D. They dictate the organization's pricing strategy and revenue generation

A. Public announcements and press releases.

B. Standard reporting forms and documentation.

C. Audits and third-party assessments.

D. An open-door policy and direct communication with management.

A. Leading indicators are qualitative measures, while lagging indicators are quantitative measures.

B. Leading indicators are types of input from leaders in each unit of the organization, while lagging indicators are views provided by departing employees during exit interviews.

C. Leading indicators are financial metrics, while lagging indicators are non-financial metrics.

D. Leading indicators provide information about future events or conditions, while lagging indicators provide information about past events or conditions.

A. To assess how the organization operates given market conditions and competitive landscape.

B. To determine the organization's financial performance and profitability with its current plans, structures, people, and other internal factors that define the organization's operations.

C. To consider internal strengths and weaknesses, strategic plans, operating plans, organizational structures, policies, people, processes, technology, resources, information, and other internal factors that define the organization's operations.

D. To evaluate the organization's use of resources in relation to its established objectives.

A. By providing a continuum with levels that allow organizations to assess their capability to perform practices, identify areas for improvement, and develop maturity incrementally from one level to the next

B. By acting as a tool for ensuring compliance with legal and regulatory requirements

C. By helping organizations determine the budget allocation for GRC programs and where to apply resources across the GRC capabilities

D. By evaluating the performance of managers and their teams involved in GRC processes