Terminology Index

Glossary

1801 terms

Showing 1345-1376 of 1801 terms

Risk Appetite

The amount and type of risk an organization is willing to tolerate.

Risk Appetite Cascading

Translating a high-level risk appetite from the board or executive level down into concrete tolerances and thresholds throughout the organization, so it actually drives day-to-day decisions.

Risk Assessment

The structured analysis that identifies risks, evaluates their likelihood and impact, and produces input for treatment decisions. Risk assessment is foundational across security governance, analyst work, and GRC.

Risk Assessment Methodology

The chosen approach to conducting risk assessments, scope, criteria, scoring scales, evidence requirements, that makes assessments consistent and defensible across the organization.

Risk Assessment Scope

Defining what an assessment covers, which systems, processes, threats, and time horizon, so its findings are bounded, comparable, and meaningful rather than vague.

Risk Avoidance

A risk-treatment option that eliminates a risk by not doing the activity that produces it, such as withdrawing from a market or shutting down a high-risk system. One of four foundational treatment options.

Risk Committee Operations

How a risk committee actually runs, its membership, cadence, agendas, decisions, and reporting, that determines whether enterprise risk management is a real operating function or just a body that exists on paper.

Risk Communication

Communicating risk findings and decisions to stakeholders so they understand and can act, framed from the security-analyst perspective of conveying technical risk to non-technical audiences clearly.

Risk Communication Throughout

Communicating risk continuously across the risk lifecycle, not only at assessment, so stakeholders stay aligned on status, decisions, and changes rather than learning about risk only at headline moments.

Risk Context

Establishing the context in which risk is assessed, the organization's objectives, environment, stakeholders, and constraints, so risk analysis is grounded in what actually matters to the organization.

Risk Culture

The shared attitudes, values, and habits around risk in an organization, whether people raise concerns, accept appropriate risks, and behave consistently with stated appetite, that shape outcomes as much as formal controls.

Risk Dashboards

Visual summaries of the risk picture, top risks, trends, treatment progress, that give leadership and risk owners an at-a-glance view to drive decisions and accountability.

Risk Definition

The shared meaning of 'risk' an organization adopts (often impact times likelihood, or chance of consequence), grounding the GRC program in a consistent concept so people are talking about the same thing.

Risk Identification

The step of finding and naming the risks an organization faces, through workshops, scans, threat modeling, and other sources, so they can then be analyzed and treated rather than missed entirely.

Risk Lifecycle

The full sequence each risk moves through, identification, analysis, evaluation, treatment, monitoring, communication, that frames risk management as a continuing process rather than a one-time activity.

Risk Management

The discipline of identifying, analyzing, treating, and monitoring risks to support an organization's objectives, one of the foundational practices of security governance and overall enterprise governance.

Risk Maturity Models

Models that describe maturity levels of a risk-management capability, from ad hoc to optimized, used to assess where an organization stands and plan investment to grow the function over time.

Risk Mitigation

Treating a risk by reducing its likelihood or impact through controls, hardening, processes, or other measures. The most common risk-treatment option in cybersecurity governance.

Risk Monitoring

Continuously tracking risks over time, changes in likelihood and impact, treatment progress, new risks emerging, so the picture stays current rather than frozen at the moment of last assessment.

Risk Program Structure

How the risk-management function is organized, ownership, roles, committees, reporting lines, frameworks, that determines whether risk management operates as a coherent program or a collection of activities.

Risk Register

A record of identified risks, owners, ratings, decisions, and follow-up actions.

Risk Reporting Audiences

The different audiences that consume risk reports, board, executives, risk owners, operations, each needing different content, granularity, and framing for the reporting to be useful.

Risk Statement Construction

Writing clear risk statements that specify the threat, the asset, the impact, and the conditions, so each risk is understandable and actionable rather than vague.

Risk Transfer

Shifting some financial or operational impact of risk to another party, such as through insurance or contracts.

Risk Treatment

Deciding what to do about each identified risk, mitigate, transfer, accept, or avoid, the formal step that turns analysis into action and ties risk to controls and decisions.

Risk Workshops

Facilitated sessions with stakeholders to identify, analyze, or rate risks together, useful for gathering diverse perspectives and producing shared understanding alongside structured outputs.

Risk-Based Audit Planning

Planning audits to focus on the highest-risk areas first, rather than auditing everything equally, so limited audit capacity goes where it most affects outcomes.

Risk-based audit planning uses the organization's risk picture to decide what to audit, when, and in what depth: areas with greater inherent risk or weaker controls get more attention. It is more efficient and more effective than uniform schedules, focusing scarce audit capacity on what matters. As an audit-and-assurance practice, it ties audit work directly to risk management, ensuring assurance is aligned with the risks decision-makers care about.

Introduced in: Audit and Assurance

Examples

Allocating more audit depth to the highest-risk business areas.
Skipping or shortening audits where risk is low and controls are mature.
Tying the audit plan directly to the organization's risk picture.

grc intermediate risk-based-audit-planning

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Risk-Based Authentication

Authentication that varies its rigor based on risk signals, location, device, behavior, requiring more (or less) when the context suggests higher risk, common in modern IAM and customer-identity systems.

Risk-Based Prioritization

Prioritizing hardening work by the real risk each item carries, exploitability, exposure, impact, rather than treating all findings as equal, so limited time targets the items that matter most.

Risk-Based Tuning

Tuning detections by the risk they address, focusing engineering time on rules covering the most relevant threats and tolerating noise where the underlying threat is critical enough to justify it.

Risk-Based Vulnerability Prioritization

Prioritizing vulnerability remediation by the real risk each one creates, exploitability, exposure, asset value, rather than treating all vulnerabilities by raw severity score.

Role Engineering Value

The benefits of designing roles deliberately, simpler administration, cleaner audits, stronger least privilege, that justify investing in role engineering rather than letting access grow ad hoc.