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Marko Hamel
Template_SAPRiskManagement3.0_BusinessBlueprint_1.0.doc 21.12.2010
Date 24.08.9999
Name XXX
Version 1.0
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Table of Contents
1 Overview 1.1 Project Objectives 1.2 Technical Environment 1.2.1 System requirements 1.2.2 System Landscape Use Cases 2.1 Use Cases: General 2.2 Use Cases: Risk Data Model 2.3 Use Cases: Risk Input 2.4 Use Cases: Risk Calculation 2.5 Use Cases: Risk Reporting Processes 3.1 Business Processes 3.1.1 Process 1 3.2 Risk Management Process 3.2.1 Risk Planning 3.2.2 Risk Identification 3.2.3 Risk Analysis 3.2.4 Risk Response 3.2.5 Risk Monitoring Organization Structure 4.1 Risk Management Organization 4.2 Activity Management Risk Data Model 5.1 Risk Input Form Mapping 5.2 Risk Calculation at <CUSTOMER> Risk Management Workflows 6.1 Workflows within the <CUSTOMER> Risk Management Process 6.1.1 Risk Planning Workflow 6.2 Workflows within SAP Risk Management Roles and Responsibilities 7.1 RM: Risk Operations Manager 7.2 AM: Accountable Manager 7.3 RE: Risk Expert 7.4 AO: Assessment Owner 7.5 RV: Risk Validator 7.6 RO: Risk Owner 7.7 ReO: Response Owner 7.8 AA: Auditor and Analyzer 7.9 Authorization Matrix Authorization Concept 8.1 ABAP Standard Roles 8.2 SAP NetWeaver Portal Role 5 5 5 5 5 6 6 6 7 7 7 8 8 8 8 8 9 9 9 9 10 10 10 11 11 12 14 14 14 15 16 16 16 16 16 17 17 17 17 17 18 18 19
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8.3 Application Roles 19 8.4 Assignment of users to Org-Units 20 9 IMG Settings 21 9.1 Maintain Entity Role Assignment (IMG: General Settings) 21 9.2 Maintain Users Responsibility for Entity (IMG: Reporting) 21 9.3 Maintain Custom Agent Determination Rules (IMG: Workflow Enabling) 21 9.4 Maintain Activity Types (IMG: Master Data Setup) 21 9.5 Risk Data Model and Calculation 22 9.5.1 Maintain Impact Levels (IMG: Master Data Setup) 22 9.5.2 Maintain Probability Levels (IMG: Risk and Opportunity Analysis) 22 9.5.3 Maintain speed of onset (IMG: Risk and Opportunity Analysis) 22 9.5.4 Maintain Probability Level Matrix (IMG: Risk and Opportunity Analysis) 23 9.5.5 Maintain Risk and Opportunity Level Colour (IMG: Risk and Opportunity Analysis) 23 9.5.6 Maintain Risk and Opportunity Level Matrix (IMG: Risk and Opportunity Analysis) 23 9.5.7 Maintain Risk and Opportunity Priorities (IMG: Risk and Opportunity Analysis) 23 9.5.8 Maintain Risk and Opportunity Priority Matrix (IMG: Risk and Opportunity Analysis) 24 9.5.9 Define Three-Point Analysis (IMG: Risk and Opportunity Analysis) 24 9.5.10 Maintain Analysis Profile (IMG: Risk and Opportunity Analysis) 24 9.5.11 Allow free text for Benefit, Impact and Driver Categories (IMG: Risk and Opportunity Attributes)24 9.5.12 Maintain Activity Types (Master Data Setup) 25 9.6 Response and Enhancement 25 9.6.1 Maintain Response and Enhancement purpose (Response and Enhancement Plan) 25 9.6.2 Maintain Response and Enhancement Plan Effectiveness (Response and Enhancement Plan) 25 9.6.3 Maintain Response Plan Types (Response and Enhancement Plan) 25 10 Appendix 26 10.1 Definitions and Abbreviations 26 10.2 References 26 11 Risk Categories 27 12 Index of Tables 29
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Overview
The current blueprint document helps to streamline and collect the detailed requirements of <CUSTOMER> including the specification of use cases for SAP BusinessObjects Risk Management. It is essential to gain a comprehensive understanding of processes, roles and responsibilities, organization structure, risk calculation model and risk workflows. This information is used as a source to specify and describe the customizing settings that need to be implemented to achieve the project goals.
1.1
Project Objectives
1.2
Technical Environment
SAP BusinessObjects Risk Management 3.0 T-Rex Search engine (Optional) BusinessObjects Enterprise Server Adobe Interactive Forms <xxx> <xxx>
Application: Add. Component 1: Add. Component 2: Add. Component 3: Operating System: Database: 1.2.1
System requirements
System Landscape
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Use Cases
A detailed description of use cases will ensure a user-oriented and measurable implementation of the requirements regarding a software-based Risk Management solution. For an easier handling the use cases will be defined using the following categorization: General GEN Risk Data Model MDL Risk Input INP Risk Calculation CAL Risk Reporting REP
2.1
ID GEN01
GEN02
Role Concept
GEN03
2.2
ID MDL01
MDL02
Org.-Units
MDL03
Risk Categories
Usage of the Common Risk IDs as part of the Project Risk Register (PRR)
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2.3
ID INP01
INP02
Online Input
2.4
ID CAL01
2.5
ID REP01
REP02
The risk dashboard presents the most important risks based on a chosen Org. Unit aggregating the levels below. Furthermore it is important to show a heat map highlighting the distribution of risks in reference to probability and impact.
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3
3.1
3.1.1
Processes
Business Processes
Process 1
3.2
The <CUSTOMER> Risk Management process is based on the internal Risk Management Methodology and contains the following steps: 1. Risk Planning 2. Risk Identification 3. Risk Analysis 4. Risk Response 5. Risk Monitoring 6. Risk Reporting Risk Manager (RM) C C C C R C Risk Expert (RE) R R R C C R R R R Risk Owner (RO) Response Owner (ReO) Assessment Owner 1 (AO) R A A R A R Accountable Manager (AM) A I I A I A
Risk Management Process Steps 1. Risk Planning 2. Risk Identification 3. Risk Analysis 4. Risk Response 5. Risk Monitoring 6. Risk Reporting
3.2.1
Risk Planning
During this step the approach how to perform risk management in each business area or project is determined. Activities: Meet with the Risk Experts on a monthly basis Discuss / Identify risk topics and areas. Plan and align risk activities and goals for risk assessments Presentation of updates Contact business owners.
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3.2.2
Risk Identification
The uncovering of risks to each business area or project before they turn into problems as well as the initiation of the Risk Assessment are characteristics of this steps. Activities: Organization-/ Project-/ process interviews (risk survey) Identification of KRIs (e.g. global, strategic, operational ...) Identification of relevant / corresponding KPIs Meet with business experts Setup Risk Assessments according established Processes 3.2.3 Risk Analysis
The main objectives of this phase are the evaluation of risk attributes as well the prioritization of the risks. Activities: Perform the Risk Analysis in terms of: Condition, Indicator, Consequences Probability of Occurrence Impact in terms of quantity or on a qualitative scale Timeline and mitigation (response) actions which must be realized to minimize / eliminate the risk 3.2.4 Risk Response
This phase closes the Risk Assessment by making the decision what should be done to mitigate handle the risks. As a final step the risks are validated by management. Activities: Clarify the questions in terms of: - Do we know enough about the risk? - Can we live with the risk? - Is it possible to do something against the risk? - Are financial and timely efforts adequate in relation to the risk? - Who is responsible to take the action? 3.2.5 Risk Monitoring
Keeping track of the risks and evaluating the effectiveness of the response actions is the essential task of the monitoring. Activities: Check reporting needs in terms of: o Are the identified risks still relevant? o Is the analysis still valid? o Are there any new risks? o Are the response strategies actively taken effective? o Do we have to escalate certain risks?
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Organization Structure
The Org-Structure will be implemented using the following hierarchy: <CUSTOMER> - Chief Executive Officer (CEO) XXX XXX XXX
4.1
The chart bellow describes the organization of the <CUSTOMER> unit from a risk management perspective: <picture>
4.2
Activity Management
Since the work of the different UNITs inside the <CUSTOMER> unit is very project-driven, the usage of so called Activities, as specific operations that may lead to actual risks in the different organization units will be implemented within the PoC environment. As a consequence an Activity Owner (represented by the Assessment Owner) is able to structure the risks within his unit based on processes, projects, initiatives or planning objects with the main advantage of having a much better and granular reporting and control possibility. The Activity Management Process contains five main steps: 1. Create an Activity (by Risk Manager) 2. Create Risks (by Assessment Owner) 3. Update Risks (by Assessment Owner and /or Risk Owner) 4. Validate the Activity (Risk Validator role) 5. Close the finished or obsolete activity
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The <customer> defines a risk as an uncertain event or condition that, if it occurs, has a negative aspect on business or project objective. This part of the document describes how risks are collected, calculated and managed via dedicated responses.
5.1
At the moment risks are collected offline using the Project Risk Register Tool (PRR) and Risk Forms (PPT). In order to use Adobe Interactive Forms in combination with SAP BusinessObjects Risk Management 3.0 the valid terms need to be mapped to the new terminology internally.
Description Short name of a risk. Key attributes to classify a risk in detail. For more information see Appendix A Specifies the Organization Unit a risk belongs to. The condition describes what is actually causing the concern that certain business, financial or strategic objectives may not be achieved as planned. Root cause leads to the situation a risk is actually occurring. The consequence describes the negative impact(s) of the condition(s) on the business, financial or strategic objectives of the related business activity. The likelihood that risk will occur in %. Impact Before Response: The qualitative impact before risk response actions are taken The period when action is required to respond to a risk. The magnitude of the actual loss value accrued when a risk event occurs before the response actions are implemented. It is also called the quantitative financial impact.
Indicator
Driver
Consequence
Impact
P% IBR
Time
Speed of Onset
Total Loss
Total Loss
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5.2
Inside SAP BusinessObjects Risk Management the probability as well as the quantitative/qualitative Impact mapping will be implemented as described in the table below. The system is able to calculate the Total Loss if the qualitative Impact Level is available and vice versa.
Probability 1% 19% = Remote 20% 39% = Unlikely 40% 59% = Likely 60% 79% = Highly Likely 80% 99% = Near Certainty
Quantitative Impact (Total Loss) 1 = 0 200 k 2 = 200 k 1,000 k 3 = 1,000 k 5,000 k 4 = 5,000 k 25.000 k 5 = > 25.000.000 EUR
The RM application will use the provided data to calculate the Risk Level and the Expected Loss. PRR Term P*i Description Calculates the Risk Level by multiplying Probability Level and Qualitative Impact under consideration of the Risk Level Matrix A measure of the loss associated with a risk, taking into account the Probability of the risk and the Total Loss in EUR (P*Total Loss). Mapping to SAP BO RM 3.0 Risk Level
Expected Loss
Expected Loss
The defined Risk Levels rated as High (H), Medium (M) or Low (L) depend on the assessed Probability and the Impact and will be implemented as highlighted in the Risk-Level-Matrix below. Probability at Analysis Level 1: 0119 % Level 2: 2039 % Level 3: 4059 % Level 4: 6079 % Level 5: 8099 % Qualitative Impact 1 L L L L L 2 L L L M M 3 L L M M H 4 L M M H H 5 M M H H H
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After the calculation of the risk level a prioritization using the time input (Speed of Onset) needs to be determined. The risk priority is defined with a numeric value indicating the urgency, where the lowest number equals the highest priority. The defined risk priorities depend on the assessed timeframe and the Risk Level during Analysis.
Risk Level during Analysis Timeframe L 1: Long (12 months+) 2: Medium (3-12 months) 3: Short (less than 3 m) 9 7 5 M 8 4 2 H 6 3 1
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6
6.1
6.1.1 <xxx>
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6.2
There are two kinds of workflows in Risk Management 3.0: planner-based and event-based workflows. Planner-based workflows are scheduled and triggered through the Planner, such as Update Risk or Risk Survey. They reflect the organizations Risk Management Calendar to perform regular activities like updating existing risk information or preparing for risk reportings. Event-based-workflows on the other side are predefined end-to-end processes triggered by end-user action, such as Propose Risk. In Risk Management so called Business Events are use used to map the different workflow tasks to one or several recipients.
Description Identify new risks related to an activity by sending out survey questions. Allows a planner to get sign-off and confirmation on the current risk situation for an activity (process or project). Supports Risk Managers to get an update for opportunities in their area by sending out a risk assessment work item. Allows a planner to get sign-off and confirmation on the current opportunity (analyses and assigned enhancement plans). Helps Risk Managers and Risk Owners to keep track on the current state of the risk responses by sending a work item to the Response Owner. Supports Risk Managers to get an update for risks in their area by sending out a risk assessment work item. Perform a risk survey in preparation to a planned risk re-assessment through a set of survey questions. Allows a planner to get sign-off and confirmation on the current risk (analyses and assigned responses).
Activity Validation
Opportunity Assessment
(1) Assessment Owner (AO) (2) Risk Expert (RE) Risk Validator (RV)
Opportunity Validation
Response Update
Risk Assessment
(1) Assessment Owner (AO) (2) Risk Expert (RE) (1) Assessment Owner (AO) (2) Risk Expert (RE) Risk Validator (RV)
Risk Survey
Risk Validation
The Opportunity Assessment, Risk Assessment and Risk Survey will be routed to the Assessment Owner as a first step. If no Assessment Owner is responsible, because the risk was not assigned to an activity it will be sent to the Risk Expert.
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The following roles are involved in the <CUSTOMER> Risk Management Process: Risk Operations Manager (RM) Accountable Manager (AM) Risk Expert (RE) Risk Assessment Owner (AO) Risk Validate (RV) Risk Owner (RO) Response Owner (ReO) Auditor and Analyzer (AA)
7.1
The Risk Operations Manager is a senior person responsible for all risk management activities in his respective unit. He reports to the unit head. Main Tasks: Planning, coordination and aggregation of risk management activities inside the unit Aggregation of reportings Interface to Corporate Risk Management Risk Management planning for the unit Generation of risk reports (content, process compliance) on unit
7.2
The Accountable Manager is a manager responsible for an org unit or the delivery of a project.
7.3
Every unit has named a Risk Expert, who supports the UnitHead in his responsibility for risk management. The Risk Expert has deep knowledge about risk management theory and the GRC Methodology. Main Tasks: Risk Management planning together with the UNIT Head and others Schedule and organizing the initial risk assessment Moderating risk assessments, including recording risk data in risk register (PPT; PRR) Driving the risk monitoring process Generating risk reports on UNIT level Support project leads and others of the UNIT in driving risk management in their area of responsibility
7.4
The Assessment Owner defined in the general project data has primary accountability for the project risk assessment. The Assessment Owner can change all project and risk data, including the creation of new risks. The Assessment Owner is informed of his/her role via a work item notification once the project is created. For projects the assessment owner can be the project lead or his/her delegate. Remark: Inside the unit <XXX> a neutral person, the so called Risk Assessment Moderator, might support the moderation of a Risk Assessment.
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Main Tasks: Execution of Risk and Change Management Process in the responsible area (Planning, Identification, Analysis, Response and Monitoring) Coordination and Participation of Risk Assessment Ensure aggregation of results as well as risk validation
7.5
The Risk Validator is in charge of reviewing and approving the identified risks, the analysis, and the risk response plans as well as deciding whether the assessment should be approved, rejected, or re-worked. The Risk Validator should be at least one level higher in the management level than the Assessment Owner. Responsibility for validation cannot be delegated. Main Tasks: Sign-Off and approval of single risks or risk assessment results Rejection of risks (e.g. demand for better description, quality ) Determination of confidentiality level for risks Proposes risks for area risk reporting as well as board risk reporting
7.6
A person identified during a risk assessment or in follow up of a risk assessment. The risk owner can be different from the project lead that has the original responsibility for all project related risks (applies equally to other tasks and entities). The role of the risk owner is to analyze risks, to initiate risk response action, and to follow-up on risk response actions. He should always be able to provide the most up to date status of the risk. Main Tasks: Description and analysis of risks Proposal of response strategies for mitigation Initiation of response actions Follow-Up of results Set or verification of "Risk and Response" status.
7.7
A person identified during a risk assessment or in follow up of a risk assessment. The response owners responsibility is to execute planned responses. He/she may report to the risk owner or others in that matter. Main Tasks: Execution of defined response measure Reporting of response Set of response status
7.8
This role will be assigned to Persons needing read-only access to a complete unit. This may be the Unit Manager (if no data maintenance needed), GIAS or an external auditor.
7.9
Authorization Matrix
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Authorization Concept
The Risk Management application is based on the SAP NetWeaver authorization model and assigns authorizations to users based on roles. SAP Standard roles (PFCG basic roles) provide the technical standard authorizations to the ABAP server. Portal roles provide application content, like order and number of visible work centers, via the SAP NetWeaver Portal. The following table lists the application elements and responsible roles for authorization:
Description Navigation Menu Work Set Work Center Menu Group Menu Item
Access determined by Role Type Portal role Portal role Portal role Application role Application role
As an additional aspect the Risk Management web-frontend (NW Portal) is used to assign end-users to business user roles and to entities such as risks, opportunities and organizations based on so called application roles. These application entities are structured in a hierarchy, providing top-down authorizations. Roles and entities at a higher entitylevel have greater authorizations to perform tasks and greater access to the application than roles at a lower entitylevel. The hierarchy also affects task assignments, work flows, and business event processing. Furthermore a usage of the so called Second-Level Authorization allows a restriction of the user selection for entity-level role assignments. So only those users, who have been assigned the corresponding PFCG role in their user profile, are available for an assignment. Consequently the Second-Level Authorization provides an additional level of control. However in the PoC it was decided to de-activate this possibility and rely on the entity authorization via the web-frontend, only.
2
8.1
Description This is the basis backend role and is required by every user of Risk Management. This role acts as a Power User role and provides full access to all entities.
SAP_GRC_FN_ALL
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SAP_GRC_FN_DISPLAY
This role provides display access to all entities and can be used for auditors. This is the standard end-user role. The access to the different entities is maintained via the web-frontend application.
SAP_GRC_FN_BUSINESS_USER
8.2
The GRC Risk Management role provides access to the Navigation Menu for Risk Management in the SAP NetWeaver Portal as well as the following relevant Work Sets: My Home Risk Structure Risk Assessment Risk Monitoring Reporting and Analytics User Access Please note that the number and visibility of menu entries is derived from the business user role that was assigned over the frontend.
8.3
Application Roles
Application roles (PFCG model roles) grant detailed authorization to the Risk Management application and refine the standard role authorizations. The following table maps the original SAP Roles to the customer specific roles in Risk Management.
Role in RM
Example Users Central Risk Manager Unit Risk Manager Org Unit Manager
Role Name
Z_GRC_RM_API_RISK_MANAGER
SAP_GRC_RM_API_CENTRAL_RM
Z_GRC_RM_API_RISK_EXPERT
SAP_GRC_RM_API_RISK_MANAGER
Z_GRC_RM_API_ACCOUNT_MAN AGER
SAP_GRC_RM_API_ORG_OWNER
The role name in the web-frontend will be derived from the description of the ABAP role.
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Business Unit Manager/ Project Manager/ Program Manager Risk Owner Respons e Owner CFO / Unit Head Internal Auditor
Z_GRC_RM_API_ASSESSMNT_O WNER
SAP_GRC_RM_API_ACTIVITY_OWN ER
Risk Owner (RO) Response Owner (ReO) Risk Validator (RV) Auditor & Analyzer (AA)
Z_GRC_RM_API_RISK_OWNER
SAP_GRC_RM_API_RISK_OWNER
Z_GRC_RM_API_AUDITOR_ANAL YZER
SAP_GRC_RM_API_INTERNAL_AUD
8.4
The assignment of the responsible persons to the different Org.-Units can be maintained in tab Risk Management -> Work Set: Risk Structure -> Menu Item: Organizations
Org-Init
Accountable Manager
Risk Expert
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9
9.1
IMG Settings
Maintain Entity Role Assignment (IMG: General Settings)
Entity ID
Role
Unique
9.2
Use this customizing activity to specify which roles are relevant for a particular entity to be used in Risk Management reporting.
Entity ID
Example Users
9.3
Specify the agent determination rules to identify the right workflow recipient for all business events to be used in Risk Management. Business Event: Is the event name for which a recipient role will be assigned. Sort: Allows prioritization and grouping of business events. Role: Assigned recipient role. Entity ID: Entity associated with the business event. Subtype: Subtype associated with the business event. (Not maintained) Business Event Name: Description for the business event. Business Event S Role Entity ID Business Event Name
9.4
Maintain activity types for an activity hierarchy in your organization. This enables you to group similar activity categories under one activity type in the application.
Type
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9.5
9.5.1
Maintain the impact levels used in risk analysis, as well as the benefit levels to be used in opportunity analysis.
Configure and maintain risk probability levels for Process Control and Risk Management.
Prob Level 1 2 3 4 5
9.5.3
The speed of onset refers to the time horizon in which you expect the risk to occur. In this way, you can specify values for the periods in which action is required to respond to a risk.
Speed of Onset 1 2 3
Description
Long (12 months +) Medium (3-12 months) Short (less than 3 months)
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9.5.4
Configure and maintain risk probability levels for Process Control and Risk Management.
Prob Level 1 2 3 4 5
Maintain Risk and Opportunity Level Colour (IMG: Risk and Opportunity Analysis)
Maintain risk and opportunity levels, together with the colors for the various risk or opportunity levels. These are used in the front-end application when working with risk scenarios or carrying out a risk analysis.
Level H L M 9.5.6
Position 1 3 2
Maintain Risk and Opportunity Level Matrix (IMG: Risk and Opportunity Analysis)
A risk level refers to the level of severity for a risk and corresponds to a defined risk level value. The combination of impact level x probability level should correspond to the defined risk level.
Probability
Impact Level
Level
9.5.7
Maintain Risk and Opportunity Priorities (IMG: Risk and Opportunity Analysis)
Risk Priority
Description
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9.5.8
Maintain Risk and Opportunity Priority Matrix (IMG: Risk and Opportunity Analysis)
Specify the values for the speed of onset, the calculated risk level and the risk priorities.
Speed of Onset
Level
Risk Priority
9.5.9
The "three points" to be defined and then analyzed are the minimum loss, the average loss, and the maximum loss, which you define in percentage format. Usage: (Minimum + Maximum + 4(Average))/6
Active X
The following analysis profile options are available in this Customizing activity: Impact Reduction: This refers to the reduction in the impact of a risk after risk response. If you do not set the indicator, the impact reduction section does not appear on the Response tab of the RM UI. Probability: Quantitative: In this option, the probability appears as in input field on the UI and you can enter the probability percentage value. Speed of Onset: Switch on the timeframe as the period of time that is available to decide on the risk responses. Impact Value: Mixed: In this option, both qualitative and quantitative options appear on the UI.
Profile ID
Impact Reduction
Probability
Speed of Onset X
Impact Value
Aggregation Method
Active
0000000001
Quantitative
Mixed
Average
Customized: Probability = quantitative and impact value = quantitative result The system converts the probability percentage value into a probability level. In addition, the system calculates the impact level on the basis of minimum, average, and maximum impact amounts, after which the system calculates the risk level. 9.5.11 Allow free text for Benefit, Impact and Driver Categories (IMG: Risk and Opportunity Attributes)
After a certain category was activated the field for entering the corresponding text is enabled and you can enter text
describing the object.
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Category
Application
Active
9.5.12
Maintain activity types for an activity hierarchy in this organization. This enables you to group similar activity categories under one activity type in the application.
Type
9.6
Enhancements are not in scope. 9.6.1 Maintain Response and Enhancement purpose (Response and Enhancement Plan)
Maintain the specific purposes of responses to risks or enhancement plans for opportunities.
Response
9.6.2
Maintain Response and Enhancement Plan Effectiveness (Response and Enhancement Plan)
Define levels for the effectiveness of responses to risks, as well as the effectiveness of the enhancement plan for an opportunity.
RespEff. % 50 75 100
Configure and maintain specific response types for the risks defined.
Type
Description
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10
10.1
Appendix
Definitions and Abbreviations
Term GRC
10.2
References
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11
Risk Categories
ID
Common Risk Financial Risks Financial Reporting Accounting Guidelines Financial Market Regulations Financial Misstatements Internal Compliance Treasury Currency Liquidity Cost of Financing Investment / Debt Derivative Instruments Cash Management Controlling Budgeting Financial Planning and Forecasting Cost Center Reporting Organization and Governance Corporate Governance Organizational Structure Processes Process Execution Internal Controls System Operational Risks Intellectual Property Rights
Org. & Gov. Org. & Gov. Org. & Gov. Org. & Gov. Org. & Gov.
Other Operational
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Procurement Vendor Selection Vendor Monitoring Vendor Dependency Policy Infrastructure Operations Security Governance Facilities and Physical Security Planning and Construction Loss of Infrastructure Unauthorized Access Impairment of Personnel Facilities and Physical Security Information and IT Confidentiality Availability Technology Integrity Information & IT Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational Other Operational
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12
Index of Tables
Table 1: Use Cases: General .............................................................................................................................6 Table 2: Use Cases: Risk Data Model ...............................................................................................................6 Table 3: Use Cases: Risk Input ...........................................................................................................................7 Table 4: Use Cases: Risk Calculation .................................................................................................................7 Table 5: Use Cases: Risk Reporting ...................................................................................................................7 Table 6: Risk Management Process RACI ..........................................................................................................8 Table 7: Risk Input Form ...................................................................................................................................11 Table 8: Probability and Impact Level ...............................................................................................................12 Table 9: Risk Calculation Term .........................................................................................................................12 Table 10: Risk Level Matrix ...............................................................................................................................12 Table 11: Risk Priority Matrix.............................................................................................................................13
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