Proposed Framework and Method for Integrating Risks into an Organizational Setting

– Enterprise risk management (ERM) is a systematic approach that strategically assesses risk management from a holistic standpoint, including the whole company or enterprise. The aforementioned approach is a top-down strategic methodology designed to detect, evaluate, and proactively address possible risks, threats, hazards


INTRODUCTION
Enterprise risk management (ERM), which adopts a comprehensive approach and necessitates management-level decisionmaking, may not have goals or objectives that are consistent with those of a business unit or sector.Therefore, developing firm-wide monitoring is prioritized rather than giving individual business units the responsibility of controlling their own risks.Additionally, it often involves communicating the risk management plan to all relevant stakeholders and include it in the annual report.A broad number of sectors have embraced the use of ERM, including banking, insurance, public health, international development, and aviation.While also seeing unique possibilities that emerge at the organizational level, ERM has the ability to reduce risks across the board for the whole business.efficient cooperation and communication between various business units is crucial for effective implementation of ERM.
The objective of an ERM method is to cultivate a comprehensive comprehension of the primary risks that management, as a collective, deems to be the most crucial dangers at now, posing a potential threat to the strategic triumph of the organization.Many firms place emphasis on identifying and prioritizing the top 10 risks deemed significant by management.Zieba,Durst,and Gonsiorowska [1], presents more insights into the various methods used by organizations to prioritize their most critical risks.Typically, the board's presentation of the top 10 risks emphasizes significant risk themes, while management is responsible for monitoring more specific and detailed aspects.One illustrative risk factor that businesses may encounter is to the ability to recruit and retain essential personnel.The board of directors may engage in a high-level discussion on the risk problem, while management directs their attention towards the distinct issues associated with recruiting and keeping talent in certain functional areas of the business, such as IT, sales, operations, and so forth.
After acquiring an understanding of the most notable hazards that lie ahead for the organization, management proceeds to assess if the existing approach used by the organization in managing those risks is satisfactory and successful.In some instances, management may make the decision to accept a risk in collaboration with the board, while for other risks, they aim to react by implementing measures to mitigate or prevent the possible exposure to risk.When considering strategies to address risks, it is crucial to contemplate both preventive measures to mitigate the likelihood of a risk occurrence and responsive measures to mitigate the consequences in the event that the risk materializes.A widely used method for facilitating the conceptualization of risk response strategies is referred to as a "Bow-Tie Analysis," [2] as seen in Fig 1 .The left side of the "knot" represents the risk event and provides management with insights into potential measures that may be undertaken to mitigate the likelihood of the risk materializing.The right side of the "knot" facilitates managerial deliberation on potential measures that might be implemented to mitigate the consequences of a risk event in the event that prevention measures fail.

Fig 1. Bow-Tie Tool for Developing Responses to Risks
The risk management architecture serves as a comprehensive structure that facilitates the seamless integration of risk management practices across all facets of a company [3].The architectural framework is primarily focused on the principles of leadership and dedication, including four key elements: design, execution, assessment, and enhancement.Given the rapid integration of computer systems into organizational processes that serve human, societal, and organizational objectives, it becomes imperative to adopt a comprehensive perspective of the overarching sociotechnical system.The ramifications arising from a malfunction within one layer of the sociotechnical system are amplified due to the interconnections and interdependencies between the many levels.
Therefore, it is essential for software components to possess trustworthiness, ensuring their availability as needed and their proper operation without generating any undesirable consequences.The degree of trustworthiness shown by a system of computer is often referred to as its dependability.Dependability may be seen as a collection of security criteria aimed at safeguarding systems against various abnormal occurrences, such as internal breakdowns and assaults.To establish comprehensive protection criteria, it is necessary to possess a thorough comprehension of the potential dangers that may impact the system and its surrounding habitat.The use of a risk-driven methodology is often employed in order to comprehend the potential occurrences that may result in harm and are deemed probable.In intricate and reliable systems characterized by interconnections and interdependencies among various components, the comprehensive perspective and dissemination of risk information emerge as crucial mechanisms for attaining optimal protection needs.
This article presents a proposal for aligning Governance, EA, and RM activities.The objective is to provide a systematic approach that enables the mapping and tracking of recognized risks to artifacts represented inside an EA.This alignment aims to support the overall strategic goals of organizations.In this study, we examine the correlations between EA and RM activities.Additionally, we provide a comprehensive architecture and suggest a solution for effectively managing risk data in an integrated manner.The rest of the paper is organized as follows: Section II presents a critical review of previous literature assumptions related to risk conceptualization, determinants of RM implementation within an enterprise, risk management, and enterprise architecture.Section III presents a detailed review of the proposed architecture and solution.Finally, Section IV presents concluding remarks to the article.

II. LITERATURE REVIEW Risk Conceptualization
Numerous endeavors have been undertaken to develop widely acknowledged definitions of pivotal terminology associated with essential ideas in the field of risk.In order for a scientific field or discipline to establish a strong foundation, it is essential to rely on well-defined and widely comprehensible terminology and ideas.However, empirical evidence has shown that reaching a consensus on a singular, comprehensive collection of definitions is not feasible.The aforementioned statement served as the initial basis for a cognitive process undertaken in recent times by a group of esteemed professionals affiliated with the Society for Risk Analysis (SRA).This endeavor culminated in the development of a novel lexicon for the SRA [4].The underlying premise of the glossary is rooted in the notion that it remains feasible to develop definitive definitions that carry authority.This may be achieved by accommodating diverse opinions on basic ideas and by differentiating between overarching qualitative definitions and the measures connected with them.The primary emphasis of this discussion will be on the idea of risk.However, it is important to note that the vocabulary also include other relevant concepts, including probability, vulnerability, robustness, and resilience.Incorporating diverse viewpoints does not imply the inclusion of all definitions available in the literature inside the glossary.The definitions that are included must adhere to some fundamental requirements, such as possessing a logical, well-defined, clear, and explicit explanation.
In the following section, we provide a condensed rendition of the risk definition excerpt sourced from SRA.The present analysis pertains to a forthcoming undertaking, which encompasses a broad scope including natural occurrences.Specifically, we examine the functioning of a system and establish the concept of risk in regard to the potential outcomes of this undertaking, considering its impact on aspects that have significance for human beings.The repercussions are often seen in connection to certain reference values, such as intended goals or aims.Typically, the emphasis is placed on negative and unwanted effects.In each given situation, it is certain that there exists a minimum of one outcome that is seen as bad or unpleasant.
In general, qualitative definitions of risk can be described as follows: (a) the likelihood of an unfavorable event occurring, (b) the potential for the realization of undesirable and negative outcomes resulting from an event, (c) the exposure to a proposition, such as the occurrence of a loss, in which one's level of certainty is uncertain, (d) the consequences of engaging in an activity along with the uncertainties associated with it, (e) the uncertainty and severity of the consequences of an activity in relation to something that is valued by humans, (f) the instances of specific consequences arising from the activity and the uncertainties associated with them, and (g) the deviation from a reference value accompanied by uncertainties.These definitions essentially convey a similar concept, including the element of uncertainty in relation to events and their outcomes.The International Organization for Standardization (ISO) [5] provides a definition of risk as the impact of uncertainty on goals.The interpretation of this definition may vary, with one potential interpretation being that it is a particular instance of the definitions previously discussed, such as (d) or (g).In order to characterize or quantify risk and assess its magnitude, determinants outlined in the following paragraph are used.

Determinants of RM implementation within an enterprise
Numerous empirical studies have been conducted to examine the factors that influence the adoption of ERM systems, focusing on various business characteristics.

Book value of all assetsintangible assets Negative
There exists a negative correlation between recent merger and acquisition (M&A) activity and a firm's likelihood of initiating ERM adoption.This is attributed to the potential unavailability of extra money to allocate towards the implementation of such a program.Edi,Basri,and Arafah [14] Risk management Numerous organizations are increasingly recognizing the need of using established efficient strategies and systematic procedures for managing their software projects.Therefore, the outcomes achieved are significant when project managers prioritize the effective management of associated risks, aiming to minimize their influence and vulnerability.This includes proactive measures to mitigate risks and, if they do arise, ensuring they are handled in a controlled manner.Risks inside a company include a range of potential threats, including security breaches, failures in human resource management, financial difficulties, challenges in the business environment, and project failures.As stated in the Project Management Body of Knowledge (PMBOK), a risk refers to an ambiguous occurrence or circumstance that, if materialized, would provide either a favorable outcome (opportunity) or an unfavorable outcome (threat) impacting at least one project goal.The factors that may be included in a project are time, cost, scope, and quality.Risk may arise from one or more factors and can result in various repercussions on the project.According to Bhat and Farooq [15], an event or condition may be characterized as a factor that has the potential to result in harm, loss, or a setback within the context of a software project.
Risk management is a systematic procedure that involves the identification, assessment, and mitigation of risks, with the ultimate goal of lowering them to a level that is deemed acceptable by companies.Projects often start with a heightened degree of risk exposure, which gradually diminishes as the project advances over time.This reduction in risk is attributed to the accumulation of more information, leading to a decrease in uncertainty.The field of risk management has had significant advancements in recent decades, becoming as a crucial component within the realm of project management.The aforementioned activities included under project management consist of control, planning, monitoring, identification, response, and analysis.Risk management is a scholarly subject that incorporates information from many business fields and using numerous approaches to address specific issues.Risk management is widely acknowledged and included as an essential component of project management by many project management organizations.Risk management encompasses a range of techniques, methodologies, and accompanying instruments that are used to detect and mitigate risk to a level that is deemed acceptable.
The foundational concepts of ERM, which form the basis of holistic risk management, were first formulated in the mid-1990s by the individuals responsible for the establishment of the Australian risk management standard.Subsequently, the Canadian risk management community made further contributions to these ideas.In response to a series of corporate crises characterized by unethical behavior, the COSO (Committee of Sponsoring Organizations of the Treadway Commission) made the decision to expand its internal audit framework to include ERM.Consequently, the first COSO ERM framework was released in 2004.Suparto and Lukmandono [16] has now become a widely accepted and often used resource in debates pertaining to the implementation of ERM, in conjunction with ISO 31000.ISO 31000 is an internationally recognized standard that outlines the concepts and guidelines for effective risk management implementation.The primary objective of frameworks such as ISO 31000 is to facilitate adherence to established standards, provide confidence in organizational processes, and enhance the quality of decision-making.
According to the Committee of Sponsoring Organizations of the Treadway Commission [17], ERM is a systematic approach aimed at identifying potential events that may affect a company and effectively managing these risks to ensure they remain within the company`s predetermined tolerance of risk.By doing so, ERM provides a fair level of confidence that the organization's goals will be achieved.This procedure is to be executed by individuals at various hierarchical levels within the business, including the board of directors of the company.While there may be variations in definitions within the ERM community, the concept of risk appetite often refers to the level of risk that an organization is prepared to assume in order to pursue favorable and suitable opportunities for growth.In the context of ERM frameworks, risk is often understood as the potential for not attaining the predetermined objectives established by organizational management.The definition of risk as "the effect of uncertainty on objectives" is explicitly articulated in ISO 31000.Kulić [18] utilizes a metaphor of a thermostat to explain the COSO framework.Organizations endeavor to detect and assess all significant risks and establish appropriate control measures to mitigate them, resulting in a remaining level of risk that aligns with their predetermined risk tolerance.This process may be likened to the functioning of a thermostat, which adapts to variations in the surrounding conditions in order to maintain a desired temperature as per a predefined goal.

Enterprise Architecture
Enterprise Architecture (EA) is used by organizations to provide a cohesive environment that facilitates the harmonization of the IT (Information Technology) infrastructure and enterprise's business operations.The EA project has two primary methodologies, namely the EAIM (Enterprise Architecture Implementation Methodology) and the EAF (Enterprise Architecture Framework).The aforementioned techniques aim to facilitate the implementation of Enterprise Architecture (EA) by offering strategies for planning EA projects, creating models of EA artifacts, constructing organized artifacts, overseeing the implementation of EA, supporting EA governance, and ensuring the maintenance of the EA implementation.The purpose of the EA framework is to gather data from both the IT and business aspects of a company and create a model based on this knowledge.On the other hand, EAIM aims to use these models in order to develop suitable information systems and IT infrastructure for the firm.The acronym EAF stands for company Architecture Framework, which serves as a structural framework for modeling the business and IT units of a company.There are several models that include diverse viewpoints within the field of Enterprise Architecture Frameworks (EAF), each exhibiting distinct scopes and activities.The outputs of Enterprise Architecture (EA) are the artifacts produced by EA, which include models, diagrams, documentation, and reports.
Given that EA artifacts alone are inadequate for achieving alignment between business and IT in companies, organizations are actively seeking a methodology to effectively solve their competitiveness concerns via the use of EA artifacts.The EAIM (Enterprise Architecture Implementation Methodology) is a systematic technique used to address the requirements of implementation of EA and give a detailed strategy for enabling the EA artifacts.The Enterprise Architecture Integration Methodology should include all facets of the Enterprise Architecture (EA) lifecycle.This includes the strategic planning for comprehending enterprise projects, the thorough analysis of business needs, the meticulous systems design, the continuous development of systems, and the continual upgrades of all aforementioned components.There exist multiple Enterprise Architecture Integration Methods (EAIMs), each characterized by distinct approaches, practices, and perspectives.However, they share a common understanding of EAIM, which refers to a generic procedural framework encompassing the following aspects: (1) the existing systems state and structure, (2) the explanations and practices guiding the management of step-by-step guidelines for current architecture transitioning to the desired one, (3) the explanations and practices facilitating the maintenance and continuous updating of the enterprise to effectively adapt to forthcoming changes, and ( 4) the practices and explanations governing the supervision and control of systems and artifacts.
The approach used by Tambouris,Zotou,Kalampokis,and Tarabanis [19] is comprehensive and succinct, providing a cohesive framework for experts in the field.The efficacy of Enterprise Architecture (EA) is assessed based on the extent to which the outcomes of EA implementation contribute to the achievement of the enterprise's desired objectives.Moreover, the efficacy of the EA function may be defined as the extent to which company goals are achieved via the outputs of the function of EA.The measurement of effectiveness may be conducted in an objective manner by analyzing organizational performance data that is specifically relevant to the application of EA decision-making.The efficiency of the EA implementation technique used to facilitate the implementation of Enterprise Architecture is hindered by the intricate nature of the procedures, models, methodologies, and strategy employed in EAIM.As a result, EA initiatives may encounter challenges in several aspects of EA, including requirement analysis, governance and assessment, implementation guidance, and ongoing development of EA implementation.
The architecture of the risk management process refers to the underlying framework that encompasses the structural arrangement of its processes, including the many elements involved in the form of inputs, processing mechanisms, and outputs.This study examines the architecture of risk management processes, including an inventory and comprehensive description of each process, its constituent components, and their interconnections.Additionally, it explores the interplay between risk management processes and other corporate processes, highlighting how they collaborate and integrate.This article presents an analysis of the links between EA and RM activities.Additionally, an architecture and solution are proposed for the integrated and comprehensive management of risk information.

III. PROPOSED ARCHITECTURE AND SOLUTION Discussion of Architecture
This section provides an analysis of the connections b11/6/2023etween RM and EA.The initial step in establishing the external and internal context of risk management (RM) involves considering the legal environment, key values for stakeholders, organizational culture, and trends.These aspects are also addressed in the three phases of enterprise architecture (EA): requirements management, preliminary, and vision.During the requirements management phase, the overall requirements are defined and refined.In the preliminary phase, principles, constraints, and the main goals are established.Lastly, in the vision phase, an initial model is created to represent the company`s overall architectural vision.In this scenario, there exists a reciprocal relationship between Enterprise Architecture (EA) and Requirements Management (RM), since each process may serve as an input for the other process.For instance, the outcomes derived from a Requirements Management process can be used in the establishment of the Enterprise Architecture vision.
The identification of risks can be achieved through the application of a systematic analysis approach, which involves the technology architectures, information systems, and utilization of business.This approach allows for the identification of vulnerabilities in existing technology infrastructures, processes, information entities, or actors.These vulnerabilities are then assessed in relation to threats that arise from specific requirements and contextual factors.Risk assessment is a crucial tool used by investors, organizations, and governments to evaluate the likelihood of an unfavorable occurrence occurring and its potential to have an effect that is detrimental on project, company, investment, or economy.In order to determine the viability of a certain investment or project and to determine the most efficient ways to reduce such risks, risk appraisal is essential.Risk analysis encompasses many methodologies that may be used to evaluate the balance between risk and reward associated with a prospective investment opportunity.The first step undertaken by a risk analyst is the identification of prospective risks or hazards.The aforementioned drawbacks need to be taken into consideration in light of a probability meter that quantifies the possibility of the event taking place.Risk analysis is to assess the potential magnitude of the consequences that may arise in the case of an occurrence.Various risks, like currency risk, credit risk, and market risk, among others, may be mitigated by hedging strategies or the acquisition of insurance.
In addition, the detailed descriptions supplied by the EA may be used in risk analysis, which involves estimating the possibility and implications of potential risks, as well as in assessment, which entails identifying choices and establishing priorities.For example, one may do an analysis on the propagation of the exploitation of a vulnerability inside a particular technological component.This analysis may include several aspects such as the impact on stakeholders, information entities, business processes, and so on.The EA opportunities and solutions phase can utilize the risk plans and options of treatment offered by the treat risk process of RM to formulate an initial implementation plan for the overarching architecture.This plan may encompass activities such as business process redesign and hardware component replacement.Conversely, the pursuit of solutions within the environmental assessment (EA) process may provide valuable insights for assessing prospective risk mitigation strategies.This may be achieved via an inclusive strategy, which involves mitigating a particular set of risks.Conversely, an exclusive approach is also possible, when a treatment option is deemed unsuitable due to noncompliance with regulations or failure to address specific issues within the EA.
The results from the risk phase of treatment may also be used by the planning process of migration, in a way similar to the link between opportunities and risk treatment and solutions.Specifically, this entails outlining the procedures required to create, improve, and monitor the implementation of the architecture, as mentioned in the solutions and opportunities phase.It is evident that the governance implementation phase is seen as a management project effort, with a thorough risk management strategy especially designed for this goal.However, when focusing exclusively on the direct links, the risk plans developed during the risk treatment phase of the risk management process provide crucial insights for establishing the management and governance measures required to accomplish the intended design.This ensures adherence to the specified architecture while effectively managing risk.The goal of the change management phase of architecture is to assure the ongoing suitability of the architecture by identifying necessary modifications and evaluating its performance to the principles and framework established in earlier stages.This component has the capability to serve as a monitoring mechanism for detecting changes in enterprise architecture (EA) components.The tracking of risks associated with EA components allows for the discovery of potential new hazards or changes in the severity of previously recognized problems.This is shown by the impact of modifications on the risk identification process.
The monitoring component of this phase differs from the monitor and review process because of the mapping between risks and enterprise architecture components, which allows for bidirectional information flow.The management of EA requirements involves gathering information from other activities to assess the degree to which needs have been recognized and solutions have been put into place.Monitoring activities are closely tied to this process.Establishing efficient lines of communication with all pertinent stakeholders is the main goal of the RM communicates and consult procedure.Since enterprise architecture (EA) spans high-level planning through system implementation, with each step being intimately related to particular stakeholders, this activity is essential to all EA processes.to give several representations for examining the risk data, taking into account the specific interests and concerns of each stakeholder.

Fig 2. Architecture Overview
It is important to acknowledge that the suggested solution primarily emphasizes the risk aspect of the strategy outlined in section III.The connection between Enterprise Architecture (EA) and Governance is shown by the manner in which Risk-DL effectively associates risks with the specific artifacts outlined within the EA framework.Moreover, the manner in which risks are described facilitates interoperability, enabling the incorporation of risks from other organizational units.Typically, these risks are recognized in isolation, without any linkage to other risks within the business.This approach promotes a comprehensive perspective and cohesive risks management.The reporting systems provide measurements and reports that facilitate informed decision-making by assessing risks and providing alternative strategies to address them.
IV. CONCLUSIONS Conventional risk management (RM) practices are characterized by compartmentalization, which hinders the exchange of risk-related information and the attainment of a comprehensive and up-to-date organizational perspective on risks.In recent times, a notable endeavor has been undertaken in the field of ERM.However, it is worth noting that existing solutions and frameworks in this domain do not conform to acknowledged and firmly established Enterprise Architecture (EA) frameworks such as the TOGAF or Zachman framework.Indeed, enterprise architecture (EA) descriptions provide a standardized approach for representing complex business systems, including many levels of abstraction ranging from strategic considerations to granular implementation specifics.This article provides a rationale for using enterprise architecture (EA) descriptions as a means of representing risk information.By employing EA descriptions, a more comprehensive comprehension of the value of assets may be achieved, particularly in relation to the components that may be impacted by the occurrence of certain risks.Indeed, it is worth noting that a risk that has a direct influence on an Enterprise Architecture (EA) component, such as a business process, will subsequently affect other components within the architecture, including other business processes and services.In contrast, we examined the primary connections between the ISO 31000 RM and the TOGAF-ADM procedure, which serve as notable sources of reference within the domains of RM and EA, respectively.The present investigation has shown several interconnections among these activities, so providing a strong rationale for fostering collaborative endeavors aimed at attaining the same organizational goals.This article presents a proposed strategy for attaining a comprehensive and shared understanding of hazards throughout a company.The effectiveness of this approach is contingent upon the capacity of risk tools to interact with enterprise architecture (EA) specifications.This interaction involves using a metadata repository (MDR) and an XML-based language to convert various representations of risk into our proposed solution.In this manner, the suggested resolution is neither constrained by a particular range of tools, nor by a certain language for representing enterprise architecture artifacts (such as UML, BPMN, BPEL, etc.).

Table 1 .
Table 1 presents a comprehensive overview of the factors influencing investment decisions in an ERM program, as derived from existing scholarly literature.Factors affecting the Investment Decision in ERM