COBIT-2019 Exam Dumps - Isaca Certification Questions and Answers

The board is responsible for the oversight of structures and mechanisms that drive enterprise governance of information and technology (EGIT). According to the ISACA Journal article, “the board is ultimately accountable for EGIT and should oversee its establishment and monitor its effectiveness” . The board should also ensure that EGIT aligns with the enterprise governance framework and supports the achievement of enterprise objectives. 

 A key consideration when finalizing a governance system design with competing priorities is that the enterprise should be prepared to deviate from previously identified priorities with justified reasons. According to the COBIT 2019 Design Guide, competing priorities are one of the common challenges that enterprises face when designing a governance system. Competing priorities may arise from different stakeholder expectations, requirements, preferences, perspectives, or interests. The COBIT 2019 Design Guide recommends that enterprises use a structured approach to resolve competing priorities, such as the COBIT 2019 Governance System Design Workflow. The workflow helps enterprises to identify and prioritize their improvement opportunities based on a gap analysis between their current and desired states of governance. However, the workflow also allows enterprises to adjust their priorities as needed during the design process, as long as they provide clear and rational reasons for doing so. For example, enterprises may deviate from their initial priorities due to changes in the business environment, stakeholder feedback, new insights, or emerging issues. The deviation from previously identified priorities should be documented and communicated to all relevant stakeholders to ensure transparency and alignment. References: : COBIT 2019 Design Guide: Designing an Information & Technology Governance Solution, page 32 2 : COBIT 2019 Design Guide: Designing an Information & Technology Governance Solution, page 34

The level achieved when all processes of a focus area achieve a particular capability level is referred to as the maturity level. A focus area is a topic or issue that can be addressed by governance objectives, such as digital transformation, cybersecurity, privacy, etc. A focus area consists of a set of processes that are relevant and applicable for the topic or issue. A capability level is a measure of how well a process or activity is performed in terms of effectiveness, efficiency, completeness, reliability, etc. A capability level can range from 0 (incomplete) to 5 (optimizing). A maturity level is the level achieved when all processes of a focus area achieve a particular capability level. A maturity level can range from 0 (non-existent) to 5 (optimized).12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Framework: Governance System

 IT governance implementation risk is best managed throughout the life cycle of the implementation. IT governance implementation risk is the possibility of negative consequences or outcomes that may arise from the design, execution, evaluation, or improvement of the IT governance system. The life cycle of IT governance implementation is a continuous process that involves four phases: what are the drivers, where are we now, where do we want to be, and how do we get there. IT governance implementation risk should be managed throughout the life cycle by identifying, analyzing, evaluating, treating, monitoring, and communicating the risks that may affect the success of the implementation.12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Implementation Guide: Implementing an Information and Technology Governance Solution

 The percent of stakeholders satisfied with program/project quality would be an appropriate metric to align with a goal of “Delivery of programs on time, on budget, and meeting requirements and quality standards”. A metric is a quantifiable measure that is used to track and assess the status of a specific process or activity. A goal is a specific target or outcome that an enterprise sets to achieve its vision and mission. Delivery of programs on time, on budget, and meeting requirements and quality standards is one of the 17 generic enterprise goals defined by COBIT that describes the desired outcome of ensuring that IT-enabled investments are delivered successfully. The percent of stakeholders satisfied with program/project quality is a metric that reflects how well this goal is achieved.13 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Framework: Governance and Management Objectives

In COBIT 2019, enterprise governance of IT (EGIT) is an essential responsibility of the board. The board holds ultimate accountability for governance by setting direction, monitoring performance, and ensuring compliance with the enterprise’s goals. This responsibility includes establishing structures and mechanisms to support EGIT, which falls under the Evaluate, Direct, and Monitor (EDM) domain, specifically addressed in governance objective EDM01. The framework specifies that governance is led by the board, with executive management supporting execution​.

 The figure in option C best illustrates the context of an enterprise governance of information and technology (EGIT) system because it shows how the EGIT system is influenced by the enterprise’s internal and external environment, and how it influences the enterprise’s governance system and IT-related goals. The figure also shows the four EGIT domains: Evaluate, Direct and Monitor (EDM), Align, Plan and Organize (APO), Build, Acquire and Implement (BAI), and Deliver, Service and Support (DSS). The figure is based on the COBIT 2019 Framework1, page 23. References: 1: COBIT 2019 Framework | Digital | English

The desired outcome of an EGIT implementation program plan is to ensure that the EGIT projects are aligned with the enterprise’s strategy, objectives, and stakeholder needs, and that they deliver value and benefits to the enterprise. One of the key steps in achieving this outcome is to transition the EGIT projects into the enterprise’s normal development life cycle, which involves ensuring that the projects are integrated with the existing processes, systems, and governance structures, and that they are monitored and controlled for quality, performance, and risk. This will also facilitate the continuous improvement and adaptation of the EGIT projects to changing business needs and environment12 References: 1: COBIT 2019 Implementation Guide, page 49-50 2: COBIT 2019 Design Guide, page 67-68

A well-developed business case is essential to help ensure that a project’s benefits are identified and continually monitored. A business case is a document that provides the rationale and evidence for initiating, continuing, or terminating a project or program. A business case typically consists of several elements, such as problem statement, objectives, scope, benefits, costs, risks, assumptions, etc. A well-developed business case helps to ensure that a project’s benefits are identified and continually monitored by defining the expected outcomes or value that will be delivered by the project, as well as the metrics and indicators that will be used to measure and track them.12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Implementation Guide: Implementing an Information and Technology Governance Solution

According to the COBIT 2019 Process Assessment Model, one of the prerequisites for determining performance measures for a process improvement initiative is to perform a process risk assessment. A process risk assessment identifies and evaluates the potential threats and opportunities that may affect the achievement of process objectives. A process risk assessment also helps to prioritize improvement actions based on their impact and likelihood.4, p. 11-12 References: 4: COBIT 2019 Process Assessment Model: Using COBIT 2019