Top risks and controls for Information Technology
The Information Technology register lists 35 key risks and 95 best-practice controls across 6 units: Application Development, Business Intelligence and Analytics, Digital Innovation, Information Security, Infrastructure and Operations, Project Management. Use it to identify risks, benchmark your existing controls or start a risk and control self-assessment (RCSA).
AI-era lens: IT functions now run AI services, cloud platforms and the integrations that AI agents use, so system failures, vendor outages and insecure changes can spread faster than before. The FSB's October 2026 sound practices call for AI-related ICT and cyber risk and third-party AI dependencies to be managed inside existing frameworks. Use the controls below with the operational resilience guide.
An important part of a modern bank's operations is information technology.
The bank's operations, reputation, and financial stability could be severely harmed by cyber-attacks, data breaches, and other security concerns as a result of the increased reliance on technology.
Therefore, conducting regular risk assessments is crucial for the information technology department of a bank.
The bank can implement the necessary actions to mitigate potential risks, improve its security posture, and guarantee compliance with regulatory obligations by detecting potential threats.
Risk evaluations also assist the bank in making wise choices about technological and cybersecurity investments, ultimately resulting in a more secure and resilient business.
Units covered
Application Development: key risks and controls
Accountable for creating and maintaining all software utilised by bank workers, including the internet banking platform, smartphone apps, and other software.
| Risk | What can go wrong | Best-practice controls |
|---|---|---|
| Integration Risks | Banks use multiple systems to manage their operations, and new applications developed may need to integrate with existing systems. Integration risks include incompatibility issues, data consistency, and integrity issues, and performance issues. |
|
| Project Management Risks | Application development projects are complex and involve multiple stakeholders, such as developers, project managers, and end-users. Project management risks include inaccurate requirements gathering, poor project planning, resource constraints, and poor communication. |
|
| Regulatory Compliance | Commercial banks operate in a highly regulated environment, and any applications developed must comply with various regulations such as the Sarbanes-Oxley Act (SOX), Payment Card Industry Data Security Standard (PCI DSS), and General Data Protection Regulation (GDPR). Failure to comply with these regulations can lead to penalties, fines, and reputational damage. |
|
| Security Risks | Applications developed by banks may contain sensitive information such as customer data, financial information, and intellectual property. If the application is not developed with appropriate security measures, it could be vulnerable to hacking, unauthorized access, and other security breaches. |
|
| Vendor Management Risks | Banks may engage third-party vendors to develop their applications. Vendor management risks include poor vendor performance, communication issues, and vendor non-compliance with contractual agreements. |
|
Business Intelligence and Analytics: key risks and controls
Accountable for offering the bank data analysis and reporting services. They might be in charge of creating dashboards and reports, analysing customer data, and offering business units insights and recommendations.
| Risk | What can go wrong | Best-practice controls |
|---|---|---|
| Compliance Risks | Commercial banks operate under various regulations and laws that govern data privacy and security. The information technology department must ensure that their business intelligence and analytics practices comply with these regulations to avoid legal and reputational risks. |
|
| Data Quality Risks | The accuracy and completeness of data used for business intelligence and analytics is critical to the success of these initiatives. Poor quality data can lead to erroneous insights and decisions that can negatively impact the bank's operations and reputation. |
|
| Data Security Risks | The information technology department must ensure that sensitive data used for business intelligence and analytics is secured from unauthorized access. This includes implementing strong authentication mechanisms, access controls, encryption, and other security measures to safeguard against data breaches. |
|
| Human Error Risks | Business intelligence and analytics systems rely on the accuracy and completeness of the data entered by users. Human errors, such as data entry mistakes or misinterpretation of data, can lead to incorrect insights and decisions. |
|
| Operational Risks | The use of business intelligence and analytics systems can introduce new risks into the bank's operations. This includes issues related to data governance, data ownership, system scalability, and change management. |
|
| System Availability Risks | The information technology department must ensure that the business intelligence and analytics systems are always available to the users. Downtime or system outages can result in delays or disruption of critical banking operations. |
|
Digital Innovation: key risks and controls
Tasked with examining and adopting new technologies that can enhance the client experience and operational effectiveness of the bank. They can be in charge of executing pilot projects, learning about new technologies, and working with other business divisions to put innovative digital solutions into practice.
| Risk | What can go wrong | Best-practice controls |
|---|---|---|
| Cybersecurity Risks | Digital innovation creates new vulnerabilities and attack vectors that can be exploited by cybercriminals. The information technology department must implement robust cybersecurity measures to safeguard against data breaches, malware attacks, and other cyber threats. |
|
| Data Privacy Risks | Digital innovation often involves the collection and processing of sensitive customer data. The information technology department must implement appropriate controls to protect this data and ensure compliance with applicable data privacy regulations. |
|
| Operational Risks | Digital innovation can introduce new operational risks into the bank's processes, such as issues related to system scalability, data governance, and change management. The information technology department must be prepared to address these risks to ensure that the bank's operations remain efficient and effective. |
|
| Reputation Risks | A data breach or other cyber incident can have a significant impact on a bank's reputation. The information technology department must take steps to prevent such incidents and be prepared to respond quickly and effectively if they do occur. |
|
| Technology Obsolescence Risks | As new technologies emerge, existing systems may become outdated or obsolete. The information technology department must stay abreast of the latest trends and technologies to ensure that their systems remain current and effective. |
|
| Third-Party Vendor Risks | Many digital innovations rely on third-party vendors to provide software, hardware, or services. The information technology department must ensure that these vendors are trustworthy and reliable, and that their products and services meet the bank's security and compliance requirements. |
|
Information Security: key risks and controls
Accountable for defending the bank's information assets from online dangers like malware, phishing, and hacking. They might be in charge of creating and putting into effect security policies and procedures, managing security incidents, and doing audits and assessments of security.
| Risk | What can go wrong | Best-practice controls |
|---|---|---|
| Data breaches | Data breaches can occur due to cyber attacks, system vulnerabilities, or human error. These breaches can result in the theft or exposure of sensitive customer information. |
|
| Distributed denial-of-service (DDoS) attacks | These attacks overload a bank's network, causing it to become unavailable to legitimate users. |
|
| Insider threats | This refers to the risk posed by employees or contractors who have access to sensitive information or IT systems and may intentionally or unintentionally cause harm to the bank's IT infrastructure. |
|
| Malware | Malware, such as viruses and trojans, can infect computer systems, compromise sensitive information, and cause significant damage to a bank's IT infrastructure. |
|
| Social engineering | Social engineering attacks, such as phishing, vishing, and smishing, target individuals with the aim of obtaining sensitive information or access credentials. |
|
| Unauthorized access | This refers to the risk of unauthorized individuals gaining access to sensitive information. This can occur due to weak passwords, inadequate access controls, or phishing attacks. |
|
Infrastructure and Operations: key risks and controls
Accountable for overseeing the server, network, and data centre management for the bank's IT infrastructure. They might be in charge of overseeing vendor relations, keeping an eye on system performance, and making sure the system is always available.
| Risk | What can go wrong | Best-practice controls |
|---|---|---|
| Cybersecurity breaches | Commercial banks are a prime target for cybercriminals due to the large amount of sensitive financial information they store. A cybersecurity breach can result in the loss or theft of customer data, financial loss, and reputational damage. |
|
| Data privacy violations | Banks are subject to strict data privacy regulations, and failure to comply with these regulations can result in significant penalties and reputational damage. |
|
| Operational errors | Human error, such as accidentally deleting or mismanaging data, can lead to significant losses and reputational damage. |
|
| System failures and downtime | Banks rely heavily on their IT systems to conduct transactions and store sensitive customer data. Any system failure or downtime can disrupt bank operations and result in significant financial losses. |
|
| Third-party vendor risks | Many banks rely on third-party vendors to provide IT services, such as cloud computing or data storage. These vendors can pose risks to the bank's operations and customer data if they experience a breach or fail to meet contractual obligations. |
|
Project Management: key risks and controls
Responsible for overseeing the strategy, design, execution, and maintenance of IT initiatives. They might be in charge of creating project plans, controlling project budgets, and making sure projects are finished on schedule and under budget.
| Risk | What can go wrong | Best-practice controls |
|---|---|---|
| Budget Overruns | IT projects can be expensive, and managing budgets is crucial. Without proper planning and monitoring, the project can go over budget, leading to financial losses. |
|
| Change Management | IT projects can bring significant changes to the organization, which can be challenging for employees to adapt to. Change management is critical to ensure a smooth transition and minimize disruption. |
|
| Integration Issues | IT projects may require integration with existing systems or platforms. Integration issues can arise if the new system is not compatible with the existing systems, leading to data loss, downtime, and reduced productivity. |
|
| Resource Constraints | IT projects often require specialized skills, which may not be readily available in the organization. This can lead to delays or the need to hire expensive external consultants. |
|
| Scope Creep | This is when the project's scope increases beyond its original definition. It can happen due to changing requirements, client demands, or unclear objectives. |
|
| Stakeholder Management | IT projects often involve multiple stakeholders with different priorities, expectations, and interests. Managing these stakeholders and ensuring their buy-in is crucial to project success. |
|
| Technical Challenges | IT projects can be complex, and there may be technical hurdles that need to be overcome. If not addressed, these challenges can lead to delays, increased costs, or even project failure. |
|
This register is a starting point for risk identification and benchmarking against international practice. Adapt the risks and controls to your institution's size, products, jurisdiction and regulatory requirements.
Get the Information Technology register as an RCSA workbook
A spreadsheet-ready CSV with every risk and control on this page, plus blank columns for control owner, inherent likelihood and impact, control design, operating effectiveness, residual rating and actions. We confirm your email with a 6-digit code, then email you the download link.
Frequently asked questions
What are the key risks in Information Technology?
The main risk areas covered are Application Development, Business Intelligence and Analytics, Digital Innovation, Information Security, Infrastructure and Operations, Project Management. Each unit lists its key risks with a short explanation and the best-practice controls that mitigate them.
How do I use this register for a risk and control self-assessment?
Select the risks that apply to your units, map the listed controls to the controls you actually operate, rate inherent risk and control effectiveness, then agree actions for gaps. The free RCSA workbook on this page has the columns ready.
Put these controls to work this month
Start on the cloud risk management software within 24 hours, or ask for training or advice tailored to your institution.