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| Section | Weight | Objectives |
|---|---|---|
| Risk Optimization | 20% | - Risk identification, assessment and evaluation - Risk response and mitigation strategies - IT risk management framework - Risk monitoring and reporting |
| Resource Optimization | 15% | - Sourcing and vendor management - IT resource planning and allocation - Human, financial and infrastructure resources - Resource performance and efficiency |
| Strategic Management | 20% | - Enterprise architecture and technology roadmaps - IT strategy development and alignment - Investment and portfolio management - Strategic planning and governance integration |
| Framework for the Governance of Enterprise IT | 25% | - Development and implementation of governance frameworks - Governance assurance and continuous improvement - Alignment with enterprise goals and strategies - Principles, concepts and components of governance |
| Benefit Realization | 20% | - Optimization of investments and outcomes - Value delivery and benefits identification - Benefit measurement and monitoring - Business case development and management |
>> Exam CGEIT Lab Questions <<
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NEW QUESTION # 179
Which of the following processes are involved under the COBIT framework? Each correct
answer represents a complete solution. Choose all that apply.
Answer: A,B,C
NEW QUESTION # 180
The risk committee is overwhelmed by the number of false positives included in risk reports. What action would BEST address this situation?
Answer: A
Explanation:
The best action to address the situation of the risk committee being overwhelmed by the number of false positives in risk reports is to evaluate key risk indicators (KRIs). KRIs are metrics that measure the likelihood and impact of IT-related risks on the enterprise's objectives and goals. Evaluating KRIs can help the risk committee to identify and prioritize the most significant and relevant risks, as well as to adjust the thresholds or values that trigger the risk alerts or warnings. Evaluating KRIs can also help reduce the number of false positives, which are the cases where the risk reports indicate a high level of risk, but the actual risk is low or negligible. Reducing false positives can help improve the accuracy and reliability of risk reports, as well as save time and resources for the risk committee.
Conducting a risk assessment, changing the reporting format, and adjusting the IT balanced scorecard are also possible actions to take to address the situation of the risk committee being overwhelmed by false positives, but they are not the best action. Conducting a risk assessment is a process that involves identifying, analyzing, evaluating, and treating the IT risks that may affect the enterprise's objectives and operations. Conducting a risk assessment can help update and validate the risk information and data, as well as implement appropriate controls and mitigation strategies. However, conducting a risk assessment may not be sufficient or feasible to address the issue of false positives, as it may require a lot of time and effort, and it may not address the root causes of false positives, such as inaccurate or outdated KRIs. Changing the reporting format is a measure that involves modifying or improving the way that risk information and data are presented or communicated in risk reports. Changing the reporting format can help enhance and simplify the readability and usability of risk reports, as well as highlight or emphasize the key points or findings. However, changing the reporting format may not solve the problem of false positives, as it may only affect the appearance or style of risk reports, not their content or quality. Adjusting the IT balanced scorecard is a task that involves revising or updating the metrics that track the performance of IT in relation to the enterprise's vision, strategy, and goals. Adjusting the IT balanced scorecard can help evaluate and communicate the effectiveness and efficiency of IT operations, services, and projects, as well as their contribution to customer satisfaction, business value, and innovation.
However, adjusting the IT balanced scorecard may not directly address the issue of false positives, as it may focus on different aspects or dimensions of IT performance than KRIs.
NEW QUESTION # 181
Which of the following BEST indicates that a change management process has been implemented successfully?
Answer: A
Explanation:
Outcome measures are tools used to assess the effect, both positive and negative, of an intervention or treatment1. Outcome measures can indicate whether a change management process has been implemented successfully by comparing the actual results of the change with the expected or desired results2. Outcome measures can also help evaluate the impact of the change on the organization's performance, quality, and value3. The other options are not the best indicators of successful change management implementation. Maturity levels are a way of assessing the degree of development and sophistication of a process, but they do not necessarily reflect the outcomes or benefits of the process4. Degree of control is a measure of how well a process is managed and monitored, but it does not capture the effectiveness or efficiency of the process. Process performance is a measure of how well a process meets its objectives and requirements, but it does not account for the outcomes or consequences of the process. References:
* 3: https://www.physio-pedia.com/Outcome_Measures
* 2: https://www.isc.hbs.edu/Documents/pdf/2020-outcome-measurement-feeley.pdf
* 1: https://en.wikipedia.org/wiki/Outcome_measure
* 4: https://www.coursera.org/articles/change-management-process
* : https://www.sciencedirect.com/topics/engineering/degree-of-control
* : https://www.sciencedirect.com/topics/engineering/process-performance
NEW QUESTION # 182
There are five inputs to the quantitative risk analysis process. Which one of the following is NOT an input to the perform quantitative risk analysis process?
Answer: D
Explanation:
Section: Volume B
NEW QUESTION # 183
Which of the following should be the PRIMARY consideration for an enterprise when prioritizing IT projects?
Answer: A
Explanation:
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. Reference:= ISACA, CGEIT Review Manual, 7th Edition, 2019, page 31-32.
NEW QUESTION # 184
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