CGEIT Exam Dumps - Isaca Certification Questions and Answers

 The PRIMARY purpose of information governance is to set direction for information management capabilities through prioritization and decision making. Information governance is the overall strategy for information at an organization. It balances the risk that information presents with the value that information provides1. Information governance helps with legal compliance, operational transparency, and reducing expenditures associated with legal discovery1. To achieve this, information governance requires setting direction for information management capabilities through prioritization and decision making. This involves defining and implementing policies and processes for the effective and efficient acquisition, storage, distribution, usage, and disposal of information in alignment with business objectives and regulatory requirements2. It also involves ensuring the protection of information quality, integrity, availability, confidentiality, and ownership2. By setting direction for information management capabilities through prioritization and decision making, information governance can help to optimize the value and minimize the risk of information assets. References :=

• Information governance - Wikipedia1
• What is Information Governance? Why is it Important?3

 Aligning EA and procurement strategies is the best way to ensure the success of the supplier policy that requires multiple technology suppliers. EA provides a holistic view of the current and future state of the enterprise’s IT architecture, including its business processes, applications, data, infrastructure, and security. Procurement strategies define how the enterprise will acquire the necessary IT resources, services, and solutions from external suppliers. By aligning EA and procurement strategies, the enterprise can ensure that the supplier selection and management are consistent with the enterprise’s vision, goals, and requirements, and that the suppliers can deliver value, quality, and innovation to the enterprise. References: CGEIT Domain 2: IT Resources

The first step to strengthen and enforce current data governance practices after a data leakage incident is to verify data owners. Data owners are the individuals or groups who have the authority and responsibility to define, classify, protect, and manage the data assets of an enterprise1. By verifying data owners, the enterprise can ensure that the data is properly accounted for, categorized, and secured according to its value, sensitivity, and risk. Data owners can also establish data policies, standards, and procedures, as well as monitor and report on data quality, usage, and compliance1. Verifying data owners is a prerequisite for assessing data security controls, reviewing data logs, and analyzing data quality, as these activities depend on the accurate identification and assignment of data ownership roles and responsibilities. References: CGEIT Review Manual (Digital Version) or CGEIT Review Manual (Print Version), Chapter 4: Risk Optimization, Section 4.2: IT Risk Management Process, Subsection 4.2.1: IT Risk Identification, Page 163-164. Top 10 Effective Data Governance Tools.

Organizational culture is the most important consideration when designing an implementation plan for IT governance, because it influences the ethics, values, behaviors, and attitudes of the people involved in the governance process. Organizational culture also affects the acceptance, adoption, and sustainability of the IT governance framework and practices. According to COBIT 5, one of the seven enablers of IT governance is culture, ethics and behavior1. The roadmap for implementing and improving IT governance also emphasizes the importance of understanding and addressing the cultural and behavioral aspects of the enterprise2. References := 1: COBIT 5: A Business Framework for the Governance and Management of Enterprise IT, ISACA, page 312: A Roadmap for Implementing and Improving IT Governance1

 It addresses key stakeholder requirements. Information architecture (IA) is the process of organizing, structuring, and labeling content in an effective and sustainable way1. A well-defined IA should address the key stakeholder requirements, such as the business goals, user needs, and technical constraints1. By addressing the key stakeholder requirements, a well-defined IA can ensure that the content is relevant, accessible, understandable, and usable for the intended audience1. It can also support the communication, collaboration, and decision-making processes within the enterprise1. The other options are not as important as addressing the key stakeholder requirements, as they are possible outcomes or benefits of a well-defined IA, but not its defining characteristic. Ensuring compliance with regulations, enabling achievement of service level agreements (SLAs), and supporting IT strategic goals are some of the advantages that a well-defined IA can provide, but they are not the primary purpose or criteria of IA1

Outcome measures are indicators that measure the results or impacts of a strategy, program, or project on the intended beneficiaries or stakeholders1. The primary objective of building outcome measures is to monitor whether the chosen strategy is successful in achieving its goals and objectives, and to evaluate its effectiveness and efficiency2. Outcome measures can also help to communicate the value and benefits of the strategy to the relevant audiences, and to identify areas for improvement or adjustment3. Outcome measures are different from output measures, which measure the activities or products that are delivered by the strategy, but not necessarily their effects or outcomes4. References :=

• Outcome Measures - an overview | ScienceDirect Topics
• Outcome Measurement | The Australian Institute of Family Studies
• Outcome Measurement: A Guide for Nonprofit Organizations | Imagine Canada
• Doing Quantitative Research with Outcome Measures

 An IT risk-aware culture is one that promotes a shared understanding of risk and supports the organization’s strategy, business model, operational practices, and competitive advantage1. It works to strengthen the core of an organization’s operations and protects customers, the brand, and the bottom line1. An IT risk-aware culture also involves the participation and collaboration of all stakeholders in identifying, assessing, and managing IT risks2. Therefore, the BEST evidence of an IT risk-aware culture across an enterprise is when business staff report identified IT risks. This indicates that the business staff are aware of the potential threats and impacts that IT risks can pose to the organization, and that they are willing and able to communicate and escalate them to the appropriate authorities3.

The other options are not as good as option A. While it is important to communicate IT risks to the business, publish IT risk-related policies, and ensure the resilience of the IT infrastructure, these are not sufficient to demonstrate an IT risk-aware culture across an enterprise. They are rather means to achieve the end goal of managing and mitigating IT risks. They do not necessarily reflect the level of awareness, attitude, and behavior of the organization’s employees toward risk and how risk is managed within the organization. References :=

• Cultivating a Risk Intelligent Culture - Deloitte US1
• Building an Effective Risk-Aware Culture - Magazine4
• 7 Steps to Create a Risk-Aware Culture | Treasury & Risk3

An enterprise is determining the objectives for an IT training improvement initiative from a governance perspective. Governance is the process of decision-making and implementation that involves various actors and structures, both formal and informal1. Governance aims to achieve good governance, which is characterized by participation, consensus, accountability, transparency, responsiveness, effectiveness, efficiency, equity, inclusion, and rule of law2. Therefore, it would be most important to ensure that the policies and processes for IT training address both the enterprise requirements and the professional growth of the IT employees. This would ensure that the IT training is aligned with the strategic goals and priorities of the enterprise, as well as the needs and expectations of the IT staff. It would also foster a culture of learning and development that enhances the performance, quality, and value of IT services345. The other options are not the most important objectives for an IT training improvement initiative from a governance perspective. Identifying courses of instruction that will maximize employee productivity, creating several different training strategies for final approval by the CIO, and surveying and interviewing IT employees to identify development needs are all useful steps or methods for designing and implementing an IT training improvement initiative, but they are not the ultimate objectives or outcomes. They are subordinate or instrumental to the main objective of addressing both the enterprise requirements and the professional growth of the IT employees through policies and processes that reflect good governance principles345. References:

• 3: https://topworkplaces.com/improving-training-and-development-strategies/
• 4: https://shrm.org/ResourcesAndTools/hr-topics/organizational-and-employee-development/Pages/Key-Steps-for-Better-Training-Development-Programs.aspx
• 5: https://www.forbes.com/sites/forbeshumanresourcescouncil/2021/07/13/12-ways-to-implement-successful-employee-training-initiatives/
• 1: https://link.springer.com/article/10.1007/s40647-017-0197-4
• 2: https://www.unescap.org/sites/default/files/good-governance.pdf

 The first step to address the issue of complaints from business executives regarding the amount their units are being charged for IT services should be to quantify consumption and service level agreement (SLA) achievements per business unit. This will help the CIO to understand the actual usage and performance of IT services by each business unit, as well as to justify and communicate the chargeback rates based on the value and quality of IT services delivered. Quantifying consumption and SLA achievements can also help identify and address any inefficiencies, discrepancies, or gaps in IT service delivery or chargeback methods.

Agreeing to reduce charge rates and improve relationship management with the business, looking into outsourcing of support functions to drive down the cost structure, and asking the CFO about budget revisions for the business units’ IT expenditures are possible steps to take after quantifying consumption and SLA achievements, but they are not the first step. Agreeing to reduce charge rates without understanding the underlying causes of the complaints may result in underfunding or underpricing of IT services, which may affect their quality and sustainability. Improving relationship management with the business is important, but it should be based on transparent and accurate information about IT service consumption and chargeback. Looking into outsourcing of support functions may reduce the cost structure, but it may also introduce new risks and challenges for IT governance and management. Asking the CFO about budget revisions may help align IT expenditures with business priorities, but it may not address the root causes of the dissatisfaction with IT chargeback.

References := IT Chargeback Drives Efficiency - Uptime Institute Blog; What is IT governance? A formal way to align IT & business strategy; Chargeback vs. IT Governance – HEIT Management.

The CIO should first establish a business case for the BYOD program, because a business case is a document that outlines the rationale, objectives, benefits, costs, risks, and feasibility of a proposed project or initiative1. A business case can help the CIO to justify the need and value of the BYOD program to the senior management and stakeholders, and to secure the necessary funding and resources for its implementation. A business case can also help the CIO to define the scope, requirements, and success criteria of the BYOD program, and to align it with the enterprise’s strategy, goals, and governance framework2. According to ISACA’s CGEIT Domain 2: IT Resources3, “the enterprise should have a clear business case for each IT investment decision that includes expected benefits, costs, risks and alignment with strategic objectives.” Furthermore, according to ISACA’s article on BYOD, “a business case is essential for any BYOD initiative as it helps to determine whether the benefits outweigh the costs and risks.” Therefore, establishing a business case is the best first step for the CIO who is considering introducing a BYOD program.

 As this is the first step to understand the scope, objectives, and expectations of the new direction, as well as to align the IT project portfolio with the business needs and priorities. Asking business stakeholders to discuss their vision can also help identify and address any gaps or issues in the current IT project portfolio, as well as to communicate and collaborate effectively with the business units.

Canceling projects with a net present value (NPV) below a defined threshold, conducting a risk assessment against the potential new services, and starting re-allocating budget to projects involving mobile or cloud are possible actions to take after asking business stakeholders to discuss their vision, but they are not the first step. Canceling projects with a low NPV may help free up some funds for the new direction, but it may also affect the existing or planned benefits or outcomes of those projects. Conducting a risk assessment can help evaluate the feasibility and impact of the new services, as well as identify and mitigate any threats or uncertainties. Starting re-allocating budget can help support and enable the new services, but it may also disrupt or compromise the current or ongoing projects. These actions should be based on a clear and shared understanding of the new strategy and its implications for the IT project portfolio.

 According to the CGEIT exam guide, the IT resource management plan is a document that describes how the IT resources of an enterprise will be acquired, allocated, monitored and optimized to support the IT strategy, objectives and goals. The IT resource management plan should also address the human resource aspects of IT, such as recruitment, retention, development, motivation and performance of IT personnel. Therefore, the best governance action to address the concern of high turnover of skilled IT personnel is to update the IT resource management plan to reflect the current and future needs and challenges of the IT department. The updated IT resource management plan should include strategies and actions to reduce the turnover rate, such as improving the IT work environment and culture, offering competitive compensation and benefits packages, providing career development and training opportunities, enhancing employee engagement and recognition, and implementing knowledge management and succession planning practices. References: CGEIT Exam Candidate Guide, page 14. CGEIT Certification, IT Resource Management, Employee Turnover Rate: Definition & Calculation

The first step in updating an IT strategic plan is to identify changes in enterprise goals. An IT strategic plan is a document that defines how the IT function supports the overall business strategy and objectives of an enterprise1. It should be aligned with and driven by the enterprise goals, which may change over time due to internal or external factors, such as market conditions, customer demands, competitor actions, regulatory requirements, or organizational changes2. Therefore, before updating the IT strategic plan, it is essential to identify and understand the changes in enterprise goals and their implications for IT. This will help to ensure that the IT strategic plan remains relevant, realistic, and effective in delivering value to the enterprise. References: CGEIT Review Manual (Digital Version) or CGEIT Review Manual (Print Version), Chapter 2: IT Resources, Section 2.1: IT Strategy Development and Maintenance, Subsection 2.1.1: IT Strategy Development Process, Page 55-56. What is an IT Strategic Plan?.

 Quantitative risk assessment is more objective than qualitative risk assessment because it uses numeric values and calculations to estimate the likelihood and impact of risks. Quantitative risk assessment is more appropriate when the risk assessment needs to be unbiased and consistent. References := ISACA, CGEIT Review Manual, 7th Edition, 2019, p. 90-91.

 A balanced scorecard is a strategic management tool that measures the alignment of IT with the enterprise by using four perspectives: financial, customer, internal process, and learning and growth. A balanced scorecard helps to translate the enterprise vision and strategy into IT objectives, measures, targets, and initiatives. It also helps to monitor and evaluate the IT performance and value delivery in relation to the enterprise goals and stakeholder expectations. A balanced scorecard provides a comprehensive and balanced view of the IT contribution to the enterprise success. The other options are not as useful as a balanced scorecard for measuring the alignment of IT with the enterprise, because they are either too narrow or too subjective. A control self-assessment (CSA) is a technique that involves the participation of staff in assessing the effectiveness of internal controls and risk management processes. A CSA can provide some insights into the IT alignment with the enterprise, but it is not a systematic or holistic approach. A gap analysis is a method that compares the current state and the desired state of a process or a system and identifies the gaps or discrepancies that need to be addressed. A gap analysis can help to improve the IT alignment with the enterprise, but it is not a measurement tool. Audit reports are documents that present the findings and opinions of an independent auditor on the adequacy and compliance of an audited entity. Audit reports can provide some evidence of the IT alignment with the enterprise, but they are not a comprehensive or consistent measure. References := The art of measurement in enterprise and business architecture, Benchmarking strategic alignment of business and IT strategies, The Importance of Business & IT Alignment, 7 ways to effectively ensure IT-business alignment