CGEIT Exam Results

Facilitating the adoption of an IT governance program in an enterprise requires addressing the behavioral and cultural aspects of change. This approach recognizes that the success of such a program depends not only on the structural and strategic elements but also on how well the people within the organization accept and adapt to the changes. Addressing cultural aspects involves engaging stakeholders, fostering a governance mindset, and overcoming resistance to change, thereby ensuring a smoother and more effective implementation. While defining roles, building business cases, and communicating strategies are critical, they must be complemented by efforts to manage the human side of change.

The executive team consists of the senior leaders of the enterprise, such as the CEO, CFO, COO, etc. They are responsible for setting the vision, mission, goals, and strategy of the enterprise, and for overseeing its performance and governance. The CIO is part of the executive team and should align the IT strategic plan with the enterprise business objectives. Therefore, the CIO would be most effective by starting the interview process with the executive team, as they can provide the most relevant and authoritative input on the enterprise’s direction, priorities, challenges, and expectations. The executive team can also help the CIO gain support and approval for the IT strategic plan from other stakeholders, such as the internal auditors, senior IT managers, and business process owners. References: ISACA, Reporting Cybersecurity Risk to the Board of Directors, page 81. ISACA, Performance Measurement Metrics for IT Governance, page 1

 Including the update of documentation within the change management framework is the best way to prevent the recurrence of similar findings in the future. This is because the change management framework is a systematic and structured approach to managing changes in IT systems, applications, processes, and procedures. By incorporating the update of documentation as part of the change management process, the IT department can ensure that any changes are properly documented and communicated to the relevant stakeholders, and that the documentation is always aligned with the actual practices. This will help to avoid any discrepancies or inconsistencies between the procedures and what is actually done by system administrators, and thus reduce the risk of audit findings or non-compliance issues. Assigning the responsibility for periodic revisions and changes to process owners, requiring each IT employee to confirm compliance with IT procedures on an annual basis, and establishing high-level procedures to minimize process changes are all possible measures to improve the documentation quality, but they are not as effective or efficient as including the update of documentation within the change management framework. They may not address the root cause of the problem, which is the lack of coordination and integration between the documentation and the change management activities. References := Change Management Best Practices for IT Teams - Smartsheet, IT Documentation: Purpose and Best Practices - Helpjuice, IT Documentation Best Practices | IT Glue

When assessing the implications of new external regulations on IT compliance, the first consideration should be the IT policies and procedures that need revision. This initial focus ensures that the foundational guidelines governing IT operations are aligned with the new regulatory requirements, forming the basis for compliance. While the resource burden for implementation, gaps in skills and experience of IT employees, and the impact on contracts with service providers are important considerations, they follow the primary step of ensuring that IT policies and procedures are in compliance with new regulations.