ARM 401 UPDATED ACTUAL Questions and CORRECT Answers
1. HAZOP Process 1. Divide project/system into small components
Steps 2. Review components to identify risk
3. Identify cause and potential outcomes of risks
4. Develop solutions to risks
5. Ensure solutions work and reevaluate
2. SWOT analysis A SWOT analysis is useful when there is a specific goal, such as determining
(strengths, weak- whether engaging in a new product or project is feasible. It's less useful for
nesses, opportu- analyzing current processes and procedures to identify risks unless there is a
nities, threats) specific objective, such as whether a procedure conforms to new regulations
or customer specifications. A goal is necessary to keep the SWOT analysis from
becoming too general or failing to provide actionable information. Generally "go"
or "no go"
3. Risk Threshold The range or amount of risk that is acceptable
4. Radio Frequen- A technology that uses radio frequency to identify objects
cy Identification
(RFID)
5. Artificial Intelli- Computer processing or output that simulates human reasoning or knowledge
gence
6. Computer Vision A technology that simulates human vision
7. Risk registers Identifies the organization's risks appropriately
should always do Prioritizes risks according to their potential effects on the organization
these 4 things: Allows for collaboration and instant updating by risk managers and stakeholders
Tracks improvement actions to take, when they're taken, and when a follow-up or
review will occur
8. Risk Register
, A tool developed at the risk owner level that links specific activities, processes,
projects, or plans to a list of identified risks and results of risk analysis and
evaluation and that is ultimately consolidated at the enterprise level
9. Risk Map vs Risk An organization would use a risk register to identify, describe, and prioritize the
Register risks of either a specific circumstance (such as a process, project, or risk event)
or the organization as a whole. It's essentially a ledger to document risks and all
information related to them. A risk map, on the other hand, is developed after a
risk register and incorporates information from the register. A risk map provides
a visual representation of a risk register's data to show which risks are the highest
priority for risk managers and owners.
10. Relationship be- if the difference between the inherent risk and what the residual risk will be after
tween inherent, a treatment is applied is small, either the risk doesn't need to be treated or the
residual, and op- treatment itself isn't effective enough. The difference between the residual risk
timuml risk and optimum risk represents how much further a risk can be reduced
11. Risk Map A template depicting the likelihood and potential impact/consequences of risks
12. Inherent Risk The level of risk that would be faced if it were to remain untreated or no action
were to be taken to alter the level of risk
13. Residual Risk The level of risk remaining after actions are taken to alter the level of risk
14. Optimum Risk The level of risk that is within an organization's risk appetite
15. Coordination the act of improving eflciency and reducing redundancy by some combination of
arranging, assigning, organizing, or scheduling activities
16. Collaboration vs. Collaboration is the act of working together to achieve a shared objective. Coop-
Cooperation eration is the act of working together to achieve individual objectives instead of a
shared objective
17.
, Predictive tech- assign numerical values to various components related to a risk and combine
niques, such as them to produce a probability estimate
decision tree
analysis and
event tree analy-
sis:
18. Risk Control A conscious act or decision not to act that reduces the frequency and/or severity
of losses or makes losses more predictable
19. Three categories poor management, safety policy, and personal or environmental factors
of accident caus-
es:
20. Sequence of The sequence of events theory proposes that these five accident factors can form
Events (Domino a chain of events that, like dominos, lead in succession to the resulting accident
Theory) and injury:
1. Ancestry and social environment, such as inherited psychological disorders and
dysfunctional social environments
2. Fault of person, such as impulsiveness, violent temper, nervousness, or a refusal
to adapt to safe practices
3. An unsafe act and/or a mechanical or physical hazard, such as improper use of
machines or equipment, or poor maintenance of surroundings, such as slippery
floors or faulty railings
4. The accident itself
5. The resulting injury
Because each of the earlier links of the domino theory leads directly to the next,
removing any of the four factors that occur before the injury should, in theory,
prevent the resulting injury from occurring. Removal of the third domino, the
unsafe act and/or mechanical or physical hazard, is usually the best way to break
the accident sequence and prevent injury or illness; most applicable to situations
within human control; well-suited to accidents caused by human carelessness
, 21. TOR establishes An unsafe act, an unsafe condition, and an accident are all symptoms of something
five basic princi- wrong in the management system.
ples of risk con- Certain circumstances, unless identified and controlled, may produce severe
trol: injuries.
Safety should be managed like any other organizational function, with manage-
ment setting achievable goals and planning, organizing, leading, and controlling
to achieve them.
Management must specify procedures for accountability if safety efforts are to be
effective.
The function of safety is to locate and define the operational errors that allow
accidents to occur.
22. Technique of op- An approach to accident causation that views the cause of accidents to be a
erations review result of management's shortcomings. TOR tries to identify particular faults of an
(TOR) organization's management and groups these faults into categories. It also helps
identify accident causes and suggests corrective actions.
23. Energy Transfer An approach to accident causation that views accidents as energy that is released
Theory and that affects objects, including living things, in amounts or at rates that the
objects cannot tolerate.
24. Change Analysis An analysis that projects the effects a given system change is likely to have on an
(predictive) existing system. As opposed to the other techniques, which review accidents that
occurred in an effort to discover their causes, change analysis asks a series of
what-if questions regarding a possible change in process that has yet to occur. It
then projects the consequences for the changes
25. Job Safety Analy- An analysis that dissects a repetitive task, whether performed by a person or
sis machine, to determine potential hazards if each action is not performed. Each job
(activity or operation) is broken down into individual sequential steps. Hazards
associated with each step are identified, controls are defined, and responsibility
for implementing each step is assigned (provided that the added benefit of
the safety procedure outweighs its costs). JSA applies best to repetitive human
1. HAZOP Process 1. Divide project/system into small components
Steps 2. Review components to identify risk
3. Identify cause and potential outcomes of risks
4. Develop solutions to risks
5. Ensure solutions work and reevaluate
2. SWOT analysis A SWOT analysis is useful when there is a specific goal, such as determining
(strengths, weak- whether engaging in a new product or project is feasible. It's less useful for
nesses, opportu- analyzing current processes and procedures to identify risks unless there is a
nities, threats) specific objective, such as whether a procedure conforms to new regulations
or customer specifications. A goal is necessary to keep the SWOT analysis from
becoming too general or failing to provide actionable information. Generally "go"
or "no go"
3. Risk Threshold The range or amount of risk that is acceptable
4. Radio Frequen- A technology that uses radio frequency to identify objects
cy Identification
(RFID)
5. Artificial Intelli- Computer processing or output that simulates human reasoning or knowledge
gence
6. Computer Vision A technology that simulates human vision
7. Risk registers Identifies the organization's risks appropriately
should always do Prioritizes risks according to their potential effects on the organization
these 4 things: Allows for collaboration and instant updating by risk managers and stakeholders
Tracks improvement actions to take, when they're taken, and when a follow-up or
review will occur
8. Risk Register
, A tool developed at the risk owner level that links specific activities, processes,
projects, or plans to a list of identified risks and results of risk analysis and
evaluation and that is ultimately consolidated at the enterprise level
9. Risk Map vs Risk An organization would use a risk register to identify, describe, and prioritize the
Register risks of either a specific circumstance (such as a process, project, or risk event)
or the organization as a whole. It's essentially a ledger to document risks and all
information related to them. A risk map, on the other hand, is developed after a
risk register and incorporates information from the register. A risk map provides
a visual representation of a risk register's data to show which risks are the highest
priority for risk managers and owners.
10. Relationship be- if the difference between the inherent risk and what the residual risk will be after
tween inherent, a treatment is applied is small, either the risk doesn't need to be treated or the
residual, and op- treatment itself isn't effective enough. The difference between the residual risk
timuml risk and optimum risk represents how much further a risk can be reduced
11. Risk Map A template depicting the likelihood and potential impact/consequences of risks
12. Inherent Risk The level of risk that would be faced if it were to remain untreated or no action
were to be taken to alter the level of risk
13. Residual Risk The level of risk remaining after actions are taken to alter the level of risk
14. Optimum Risk The level of risk that is within an organization's risk appetite
15. Coordination the act of improving eflciency and reducing redundancy by some combination of
arranging, assigning, organizing, or scheduling activities
16. Collaboration vs. Collaboration is the act of working together to achieve a shared objective. Coop-
Cooperation eration is the act of working together to achieve individual objectives instead of a
shared objective
17.
, Predictive tech- assign numerical values to various components related to a risk and combine
niques, such as them to produce a probability estimate
decision tree
analysis and
event tree analy-
sis:
18. Risk Control A conscious act or decision not to act that reduces the frequency and/or severity
of losses or makes losses more predictable
19. Three categories poor management, safety policy, and personal or environmental factors
of accident caus-
es:
20. Sequence of The sequence of events theory proposes that these five accident factors can form
Events (Domino a chain of events that, like dominos, lead in succession to the resulting accident
Theory) and injury:
1. Ancestry and social environment, such as inherited psychological disorders and
dysfunctional social environments
2. Fault of person, such as impulsiveness, violent temper, nervousness, or a refusal
to adapt to safe practices
3. An unsafe act and/or a mechanical or physical hazard, such as improper use of
machines or equipment, or poor maintenance of surroundings, such as slippery
floors or faulty railings
4. The accident itself
5. The resulting injury
Because each of the earlier links of the domino theory leads directly to the next,
removing any of the four factors that occur before the injury should, in theory,
prevent the resulting injury from occurring. Removal of the third domino, the
unsafe act and/or mechanical or physical hazard, is usually the best way to break
the accident sequence and prevent injury or illness; most applicable to situations
within human control; well-suited to accidents caused by human carelessness
, 21. TOR establishes An unsafe act, an unsafe condition, and an accident are all symptoms of something
five basic princi- wrong in the management system.
ples of risk con- Certain circumstances, unless identified and controlled, may produce severe
trol: injuries.
Safety should be managed like any other organizational function, with manage-
ment setting achievable goals and planning, organizing, leading, and controlling
to achieve them.
Management must specify procedures for accountability if safety efforts are to be
effective.
The function of safety is to locate and define the operational errors that allow
accidents to occur.
22. Technique of op- An approach to accident causation that views the cause of accidents to be a
erations review result of management's shortcomings. TOR tries to identify particular faults of an
(TOR) organization's management and groups these faults into categories. It also helps
identify accident causes and suggests corrective actions.
23. Energy Transfer An approach to accident causation that views accidents as energy that is released
Theory and that affects objects, including living things, in amounts or at rates that the
objects cannot tolerate.
24. Change Analysis An analysis that projects the effects a given system change is likely to have on an
(predictive) existing system. As opposed to the other techniques, which review accidents that
occurred in an effort to discover their causes, change analysis asks a series of
what-if questions regarding a possible change in process that has yet to occur. It
then projects the consequences for the changes
25. Job Safety Analy- An analysis that dissects a repetitive task, whether performed by a person or
sis machine, to determine potential hazards if each action is not performed. Each job
(activity or operation) is broken down into individual sequential steps. Hazards
associated with each step are identified, controls are defined, and responsibility
for implementing each step is assigned (provided that the added benefit of
the safety procedure outweighs its costs). JSA applies best to repetitive human
