ISO-31000-Lead-Risk-Manager 試験問題を無料オンラインアクセス

Which activity is conducted in Phase I of the OCTAVE framework?

• A.Mapping critical assets to IT components to highlight weak points in the system
• B.Establishing baseline security needs by identifying assets, threats, and requirements
• C.Selecting and implementing risk treatment options
• D.Prioritizing risks based on likelihood and impact to guide protection strategies

What is an example of records related to risk management?

• A.Risk management policy and risk treatment plan
• B.Organizational strategy documents
• C.Incident and audit reports
• D.Risk register and risk assessment procedure

A company sets the objective "increase the number of internal risk reports submitted each quarter by staff," but it does not define the expected increase or how progress will be tracked. Which SMART criterion is missing in this objective?

• A.Time-bound
• B.Measurable
• C.Achievable
• D.Relevant

What is the difference between a hazard and a risk?

• A.A hazard only exists in safety management, not in risk management.
• B.A hazard is the inherent potential to cause harm, while a risk is the likelihood and impact of that harm occurring.
• C.A hazard is the probability of harm occurring, while a risk is the physical object or activity that might cause harm.
• D.A hazard is the same as a risk, and both terms can be used interchangeably.

Scenario 4:
Headquartered in Barcelona, Spain, Solenco Energy is a renewable energy provider that operates several solar and wind farms across southern Europe. After experiencing periodic equipment failures and supplier delays that affected energy output, the company initiated a risk assessment in line with ISO 31000 to ensure organizational resilience, minimize disruptions, and support long-term performance.
A cross-functional risk team was assembled, including representatives from engineering, finance, operations, and logistics. The team began a structured and systematic review of the energy production process to identify potential deviations from intended operating conditions and assess their possible causes and consequences. Using guided discussions with prompts such as "too high," "too low," or "other than expected," they explored how variations in system behavior could lead to operational disruptions or safety risks.
One risk identified was the failure of the main power inverter system at one of the company's key solar facilities-a single point of failure with high production dependence. To better understand this risk, the team used a structured visual technique that mapped the causes leading up to the inverter failure on one side and the potential consequences on the other. It also illustrated the controls that could prevent or mitigate both sides.
During discussions, several team members were inclined to focus on positive evidence supporting the belief that the inverter was reliable, while giving less consideration to contradictory data from maintenance reports. Differing viewpoints were not immediately discussed, as many participants felt more confident agreeing with the general group view that the likelihood of failure was low. It was only after a detailed review of supplier reports that the team revisited their assumptions and adjusted the analysis accordingly.
Ultimately, the likelihood of failure was determined to be "possible," with potentially severe consequences, including lost revenue, penalties, and reputational impacts.
Based on the scenario above, answer the following question:
Based on Scenario 4, what risk analysis technique did the team at Solenco use to better understand the risk of inverter failure?

• A.Monte Carlo simulation
• B.SWOT analysis
• C.Business impact analysis (BIA)
• D.Bow-tie analysis