Isaca Certification CGEIT Reddit Questions

 The first step in aligning resource management to the enterprise’s IT strategic plan would be to perform a gap analysis. A gap analysis is a process of comparing the current state and performance of the IT resources with the desired state and expectations of the IT strategic plan. IT resources include people, processes, technology, and information that support the delivery and management of IT services and solutions1. A gap analysis can help identify the strengths, weaknesses, opportunities, and threats of the IT resources, as well as the gaps, risks, and issues that need to be addressed. A gap analysis can also provide insights and recommendations for improving and aligning the IT resources with the IT strategic plan. According to 2, one of the steps in developing an IT strategic plan is to conduct a gap analysis to assess the current capabilities and resources of the IT organization and determine the gaps between the current and future states.

The other options are not the first steps in aligning resource management to the enterprise’s IT strategic plan. Developing a responsible, accountable, consulted and informed (RACI) chart is a step that may be done after performing a gap analysis, as it involves defining and clarifying the roles and responsibilities of the IT stakeholders for each task or activity in the IT strategic plan3. Assigning appropriate roles and responsibilities is a step that may be done after performing a gap analysis, as it involves allocating and delegating the IT resources to the relevant tasks or activities in the IT strategic plan. Identifying outsourcing opportunities is a step that may be done after performing a gap analysis, as it involves evaluating and selecting external vendors or partners that can provide IT services or solutions that are not available or feasible internally4. References := 1: What are IT Resources? Definition & Examples - BMC Software13: RACI Chart: Definition & Example - Project Management34: Outsourcing: Definition & Examples - Investopedia42: How to Create an Effective IT Strategy - Smartsheet2

 When prioritizing IT projects, the primary consideration for an enterprise should be the impact on the business due to expected project outcomes, because this would align the IT investments with the enterprise’s strategic objectives and value creation. The impact on the business can be assessed by using criteria such as return on investment (ROI), net present value (NPV), risk exposure, customer satisfaction, and competitive advantage12. References:= ISACA, CGEIT Review Manual, 7th Edition, 2019, page 31-32.

To measure the value of IT-enabled investments, an enterprise needs to identify its drivers as defined by its business strategy. The business strategy is the document that defines the vision, mission, goals, and objectives of the enterprise and how they will be achieved. It also specifies the value proposition, competitive advantage, and target market of the enterprise. The drivers of value are the factors that influence or determine the value creation and delivery of the enterprise. They can include aspects such as customer satisfaction, revenue growth, cost reduction, innovation, quality, and efficiency. By identifying its drivers as defined by its business strategy, the enterprise can align its IT-enabled investments with its strategic priorities and expectations. It can also establish the criteria, metrics, and indicators for measuring and evaluating the value of IT-enabled investments in terms of their contribution to the business outcomes and performance.

The accountability for a business continuity program for business-critical systems is best assigned to the CIO, because the CIO is responsible for the IT strategy, operations, and resources that support the business objectives and continuity. The other options are not as suitable as the CIO, because they do not have the same level of authority, expertise, or involvement in the IT function. The enterprise risk manager oversees the overall risk management process, but does not have direct control over the IT resources and activities. The CEO is ultimately accountable for the entire organization, but delegates the responsibility for IT to the CIO. The director of internal audit provides assurance and consulting services on the effectiveness of governance, risk management, and control processes, but does not have operational responsibility for IT or business continuity. References := Business Continuity Program Roles & Responsibilities, Who Should Manage the Business Continuity Program?