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PRMIA 8020 Exam Syllabus Topics:

Topic
Details

Topic 1

• Introduction: This section of the exam measures the skills of Risk Analysts and covers fundamental concepts of risk governance, management, and assessment. It introduces key principles, regulatory frameworks, and industry best practices for identifying and addressing risks. A key skill measured is understanding the foundational principles of risk management.

Topic 2

• Risk Governance: This section of the exam measures the skills of Compliance Officers and covers the policies, structures, and processes that define how organizations oversee risk. It explores regulatory compliance, ethical considerations, and corporate governance frameworks to ensure accountability. A key skill measured is applying governance frameworks to organizational risk policies.

Topic 3

• Insurance Mitigation: This section of the exam measures the skills of Insurance Risk Managers and covers strategies for transferring risk through insurance and other financial instruments. It focuses on risk transfer mechanisms, policy structuring, and claims management. A key skill measured is assessing risk transfer options through insurance.

Topic 4

• Risk Assessment: This section of the exam measures the skills of Financial Risk Analysts and covers methodologies for evaluating risks in different domains, including qualitative and quantitative approaches. It focuses on assessing vulnerabilities, threats, and potential impacts on business operations. A key skill measured is conducting risk impact analysis for financial threats.

Topic 5

• Risk Information: This section of the exam measures the skills of Risk Managers and covers the collection, analysis, and communication of risk-related data. It highlights the role of data-driven decision-making in mitigating uncertainties and ensuring compliance. A key skill measured is interpreting risk data for informed decision-making.

Topic 6

• Risk Modeling: This section of the exam measures the skills of Quantitative Risk Analysts and covers mathematical and statistical techniques used to predict risk scenarios. It explores model development, validation, and application in financial and operational risk management. A key skill measured is applying statistical models for risk prediction.

 

PRMIA ORM Certificate - 2023 Update Sample Questions (Q54-Q59):

NEW QUESTION # 54
What are the roles of business versus risk management in developing and implementing risk assessments?

• A. The business owns the risk assessment process, while risk management develops the framework, helps facilitate the process, and provides supervision and oversight.
• B. Risk management, in its role as second line of defense, performs the risk assessment process from beginning to end. There is no business line involvement.
• C. Business management's role in the risk assessment process should be confined to oversight.
• D. Business owns the risk assessment process so risk management does not play a role in the process.

Answer: A

Explanation:
The Principles for Risk Governance, as established by PRMIA (Professional Risk Managers' International Association), emphasize the Three Lines of Defense (3LoD) Model, which is widely used in risk management and governance frameworks.
Business Line Ownership of Risk (First Line of Defense)
The business units are responsible for identifying, assessing, managing, and monitoring risks within their operations.
Since they generate the risks through their activities, they must own the risk assessment process.
This aligns with PRMIA Governance Principles, which state that risk management should be embedded within business operations to ensure proactive risk identification and control.
Risk Management's Role (Second Line of Defense)
The risk management function is not directly responsible for conducting risk assessments but plays a key role in designing and maintaining the risk assessment framework.
This includes setting standards, methodologies, and tools for assessing risks across business functions.
Risk management provides supervision and oversight, ensuring that risk assessments align with organizational policies and regulatory expectations.
Oversight from Senior Management & the Board (Third Line of Defense)
Internal audit (third line of defense) independently reviews and provides assurance that the risk management framework is effective and that risk assessments are conducted properly.
PRMIA's Risk Governance Standards emphasize that internal audit should evaluate the effectiveness of the risk assessment framework without being involved in its direct execution.
Why Other Answers Are Incorrect
Option
Explanation:
A . Risk management, in its role as second line of defense, performs the risk assessment process from beginning to end. There is no business line involvement.
Incorrect - Risk management facilitates and oversees the risk assessment process, but the business must take ownership of the risks it generates.
C . Business owns the risk assessment process so risk management does not play a role in the process.
Incorrect - While the business owns the process, risk management plays a crucial role in developing the framework, setting policies, and providing oversight.
D . Business management's role in the risk assessment process should be confined to oversight.
Incorrect - Business management is actively responsible for executing risk assessments, not just overseeing them.
PRMIA Reference for Verification
PRMIA Standards for Risk Governance - Establishes the Three Lines of Defense and the separation of responsibilities.
PRMIA Risk Management Framework (RMF) Guidelines - Defines the roles of business and risk management in risk assessment.
PRMIA Enterprise Risk Management Best Practices - Outlines how risk management facilitates risk assessments while the business retains ownership.
This answer is verified according to PRMIA's official risk governance documents and best practices. Would you like additional clarification or supporting documentation references?

 

NEW QUESTION # 55
In Operational Resilience, which of the following is not an important measure of whether a Business Service can be considered Critical?

• A. Whether a disruption to the provision of the service could threaten a firm's viability.
• B. Whether a disruption to the provision of the service could exceed risk appetite.
• C. Whether a disruption to the provision of the service could cause material customer detriment.
• D. Whether a disruption to the provision of the service could harm market integrity.

Answer: B

Explanation:
Step 1: Definition of a Critical Business Service in Operational Resilience A Critical Business Service is one whose failure could result in severe harm to customers, financial markets, or the firm's viability.
Regulators (e.g., Bank of England, Basel Committee, PRMIA) define three primary factors for identifying critical services:
Customer impact
Market integrity impact
Firm viability impact
Step 2: Why Option C Is Incorrect
Risk appetite is an internal business decision, not an external measure of criticality.
A service can be critical even if its disruption stays within risk appetite.
Criticality is based on external impacts, not just internal risk limits.
Step 3: Why the Other Options Are Correct
Option A ("Material customer detriment") → Correct as customer harm defines critical services.
Option B ("Harm to market integrity") → Correct as market stability is a regulatory priority.
Option D ("Threaten firm viability") → Correct as critical services often determine business survival.
PRMIA Risk Reference Used:
PRMIA Operational Resilience Framework - Defines criteria for critical business services.
Basel Committee Operational Risk Guidelines - Highlights customer, market, and firm viability as resilience factors.
Final Conclusion:
Risk appetite is an internal benchmark, not a measure of critical service designation, making Option C the correct answer.

 

NEW QUESTION # 56
In operational resilience, what is impact tolerance?

• A. Impact tolerance is a firm's tolerance for disruption to a particular business process.
• B. Impact tolerance is a firm's risk capacity statement.
• C. Impact tolerance is a firm's risk appetite statement.
• D. Impact tolerance is a firm's tolerance for disruption to a particular business service.

Answer: D

 

NEW QUESTION # 57
For the Barings case study, segregation of duties was an issue. How did this present itself in this case?

• A. A trader was responsible for managing the expense account.
• B. A trader was responsible for managing the front-office.
• C. A risk manager was responsible for managing the back-office
• D. A trader was responsible for managing the back-office.

Answer: D

Explanation:
Background of the Barings Case Study
Nick Leeson, a trader at Barings Bank, caused the collapse of the institution due to unauthorized trading in derivatives.
A critical failure was the lack of segregation of duties, allowing Leeson to both execute trades (front-office) and oversee trade settlement (back-office).
How Segregation of Duties Failed
Proper segregation of duties ensures that no single individual has unchecked control over trading and settlement.
Leeson was responsible for both trading (front-office) and settlement (back-office), meaning he could hide losses without detection.
Why Answer A is Correct
A trader (Leeson) should never have been managing back-office functions.
His dual role allowed him to manipulate records and bypass controls, leading to $1.3 billion in losses and the bank's collapse.
Why Other Answers Are Incorrect
Option
Explanation:
B . A trader was responsible for managing the front-office.
Incorrect - Traders are supposed to manage the front-office; the issue was their involvement in back-office functions.
C . A risk manager was responsible for managing the back-office.
Incorrect - The issue was lack of oversight on the trader, not risk managers handling back-office duties.
D . A trader was responsible for managing the expense account.
Incorrect - The main issue was the trader's control over trade settlement, not expense accounts.
PRMIA Reference for Verification
PRMIA Case Study on Barings Bank Collapse
Basel Principles on Segregation of Duties in Risk Management

 

NEW QUESTION # 58
When a control is found to be ineffective, which of the following steps should be take next?

• A. Risks should be re-assessed to determine if there is the appropriate level of control assessment.
• B. The controls should be re-assessed during the next cycle to determine if they are still ineffective.
• C. An action plan should be designed to close the gap.
• D. Risks should be re-assessed to determine if there can be an exception for the level of control assessment.

Answer: C

Explanation:
When a control is found to be ineffective, the primary objective is to remediate the deficiency by implementing corrective measures. PRMIA (Professional Risk Managers' International Association) guidance, aligned with best practices in risk governance, emphasizes a structured approach to handling control deficiencies. Below is a detailed breakdown based on PRMIA risk management principles:
Step 1: Identify and Assess the Ineffective Control
A control is deemed ineffective when it fails to mitigate the identified risks to an acceptable level.
The root cause of the failure must be determined through a Control Effectiveness Review (CER).
PRMIA recommends control testing and incident analysis to assess the severity of the control failure.
Step 2: Develop an Action Plan to Address the Control Deficiency
PRMIA best practices state that risk management should prioritize corrective actions rather than delaying remediation.
The organization must define an action plan to close the gap, which includes:
Revising or strengthening the control mechanisms.
Implementing new controls, if necessary.
Assigning responsibility for remediation to control owners.
Setting deadlines for resolution.
This step aligns with PRMIA's Risk Governance Framework, which emphasizes proactive risk management.
Step 3: Implement Corrective Measures and Monitor Progress
Once an action plan is designed, the organization should execute the corrective actions.
PRMIA's Risk Monitoring Guidelines require regular follow-ups and testing to ensure the control is functioning correctly.
The effectiveness of the remediation should be validated through post-implementation review and ongoing control testing.
Step 4: Re-Assess Risks and Control Effectiveness
Once corrective measures are in place, the organization should re-evaluate risks to confirm that the issue is resolved.
The risk assessment process should be updated to reflect the changes in the control environment.
Why the Other Options Are Incorrect?
Option A: "Risks should be re-assessed to determine if there is the appropriate level of control assessment." While risk re-assessment is a good practice, it does not directly address the ineffective control.
PRMIA guidelines prioritize closing the control gap first before reassessing risks.
Option C: "The controls should be re-assessed during the next cycle to determine if they are still ineffective." Waiting until the next assessment cycle delays remediation, which could expose the organization to unmitigated risks.
PRMIA risk frameworks recommend immediate corrective action when a control is found to be ineffective.
Option D: "Risks should be re-assessed to determine if there can be an exception for the level of control assessment." PRMIA does not support exceptions for ineffective controls unless there is a well-documented risk acceptance process.
A control failure should be remediated rather than seeking exceptions.
PRMIA Risk Reference Used:
PRMIA Risk Governance Framework - Defines the importance of immediate corrective actions for control failures.
PRMIA Risk Monitoring Guidelines - Stresses continuous monitoring and validation of controls.
PRMIA Risk Management Standards - Recommends a structured action plan for ineffective controls.
PRMIA Operational Risk Framework - Emphasizes the need to close control gaps to maintain a strong risk posture.
Final Conclusion:
According to PRMIA risk management best practices, when a control is found to be ineffective, the best course of action is to design and implement an action plan to remediate the issue (Option B). This approach ensures that the organization mitigates risk promptly and maintains a strong control environment.

 

NEW QUESTION # 59
......

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