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 Communicating the program to stakeholders to gain consensus is the first step after developing the scope of the IT governance program, as it helps to ensure that the program is aligned with the enterprise goals and objectives, and that it has the support and commitment of the key parties who have an interest or influence in the IT governance. Communication also helps to overcome resistance, address concerns, and foster collaboration among the stakeholders12. References := CGEIT Exam Content Outline, Domain 1, Subtopic A: Governance Framework, Task 3: Ensure that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritization and decision making; and monitoring performance and compliance against agreed-on direction and objectives.

 A change in business strategy may require a change in IT governance structure to align with the new direction and objectives of the organization. The other options are not the primary impact of a business strategy change, but rather the outcomes or consequences of IT governance. References := ISACA, CGEIT Review Manual, 27th Edition, 2020, page 10.

The IT program manager should first obtain confirmation from the business and a decision by the steering committee before proceeding with the requirement change request. This is because the requirement change request is a major scope change that will affect the program budget, schedule, quality, and risk. The IT program manager needs to ensure that the business owner and the steering committee are aware of the implications and benefits of the change, and that they approve it formally. The IT program manager also needs to follow the established change management process and document the change request and its approval.

Requesting additional funding from the business owner to cover the additional scope is not the first step, as it assumes that the change request is already approved and justified. The IT program manager should first seek confirmation and approval from the business owner and the steering committee before asking for more resources.

Reporting the matter to internal audit as a program deviation to be reviewed is not the first step, as it implies that the change request is a violation or a problem. The IT program manager should first communicate with the business owner and the steering committee to understand their rationale and expectations for the change request, and to present the impact analysis and alternatives.

Aligning IT with the business and agreeing to the business request is not the first step, as it disregards the role and authority of the steering committee. The IT program manager should not accept or reject the change request without consulting with the steering committee, which is responsible for overseeing and governing the program.

References := Program Management Best Practices | Smartsheet, Best Practices for Running an Ongoing Program section. Program Management: 8 Tips & Tricks for Success (Update 2023), Tip 2: Defining the control processes section. Program Management Best Practices - Project Management Institute, Comprehend the differences between programs and projects section.

A business impact analysis (BIA) is a process of predicting the organizational and financial impact of business disruptions, such as vendor system failures. A BIA can help the CIO to prepare for this concern by identifying the critical business processes, the potential effects of disruption, and the recovery requirements and strategies. A BIA can also help the CIO to prioritize the resources and actions needed to restore the normal operations as quickly as possible1. A BIA is an essential component of business continuity planning (BCP) and disaster recovery planning (DRP)2.

An IT balanced scorecard is a tool that measures and monitors the performance of IT in relation to the strategic goals and objectives of the organization. An IT balanced scorecard can help the CIO to evaluate the effectiveness and efficiency of IT, but it does not address the impact of business disruptions or the recovery plans.

Service-level metrics are indicators that measure and report the quality and availability of IT services delivered to the customers or users. Service-level metrics can help the CIO to track and improve the service delivery, but they do not assess the impact of business disruptions or the recovery plans.

An IT procurement policy is a document that defines the rules and procedures for acquiring IT products and services from external vendors. An IT procurement policy can help the CIO to manage the vendor relationships, contracts, and risks, but it does not analyze the impact of business disruptions or the recovery plans. References: How To Conduct Business Impact Analysis in 8 Easy Steps. The Top 10 Vendor Risks & How to Manage Them. What is FMEA? Failure Mode & Effects Analysis. Definition of Business Impact Analysis (BIA). [IT Balanced Scorecard: Definition, Frameworks, Examples]. [Service Level Metrics: Definition, Types, Examples]. [IT Procurement Policy: Definition, Components, Examples].