Enterprise Risk Management (ERM) is defined by the Committee of Sponsoring Organizations (COSO) as "a process, effected by an entity's board of directors, management and other personnel, applied in strategy-setting and across the enterprise, designed to identify potential events that may affect the entity, and manage risk to be within its risk appetite, to provide reasonable assurance regarding the achievement of entity objectives."
ERM can also be described as a risk-based approach to managing an enterprise, integrating concepts of internal control, the Sarbanes–Oxley Act, and strategic planning.
The COSO ERM Framework has eight Components and four objectives categories. It is an expansion of the COSO Internal Control-Integrated Framework published in 1992 and amended in 1994. The eight components - additional components highlighted - are:
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ERM aims to measure an institution's achievement of four primary objectives:
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The content of infySEC syllabuses is regularly updated to ensure that it remains relevant and reflects the latest thinking in par with the scenario of current technology . However, as part of the latest review, the documents themselves have been given a fresh design.
FLOW OF ERM COURSE
|1||History and Introduction to Risk and Control|
|2||Risk assessment, Analysis & Evalution|
|3||Control Models (COSO and CoCo)|
|4||Using COSO to Evaluate Internal Control|
|5||Understanding Control Self-Assessment|
|6||Control Self-Assessment Basics|
|7||Effective Methods for Identifying Risks|
|8||Examining, Evaluating, and Reporting on Management’s ERM Processes|
|9||Measuring Business Risk - Quantitatively and Qualitatively|
|10||The Internal Audit Role in Enterprise Risk Management|
|12||Business continuity Planning|