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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: IT Resources | 15% | - Resource Optimization
|
| Topic 2: Governance of Enterprise IT | 40% | - Governance Structures
|
| Topic 3: Benefits Realization | 26% | - Value Delivery
|
| Topic 4: Risk Optimization | 19% | - Risk Governance
|
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NEW QUESTION # 298
When determining the desired maturity levels for IT governance processes, it is MOST important to:
Answer: C
Explanation:
The correct approach is toagree on target maturity levels in response to need-this ensures that the maturity level supports enterprise objectives, risk appetite, and strategic priorities. The maturity should be fit-for- purpose, rather than arbitrarily benchmarked or driven solely by cost or strengths.
While competitor benchmarks and cost considerations can provide insight, they are secondary to ensuring that the governance processes meetspecific business and governance needs.
Reference:
CGEIT Review Manual: Domain 1 - Governance of Enterprise IT: "Target capability levels should be based on enterprise strategy, goals, and risk appetite, and not only on industry averages or cost." COBIT 2019 Design Guide: Tailoring Governance System Design - "Target capability levels should be derived from governance and management objectives prioritized based on enterprise needs."
NEW QUESTION # 299
The CIO of an enterprise learns the payroll server of a competitor has been the victim of ransomware. To help plan for the possibility of ransomed corporate data, what should be the ClO's FIRST course of action?
Answer: C
Explanation:
The first course of action for the CIO of an enterprise to help plan for the possibility of ransomed corporate data should be to request a targeted risk assessment. This is because a targeted risk assessment can help to identify and evaluate the specific threats, vulnerabilities, and impacts of ransomware attacks on the enterprise's data and systems. A targeted risk assessment can also help to determine the likelihood and severity of ransomware incidents, as well as the appropriate controls and mitigation strategies to reduce the risk to an acceptable level.
Requiring development of key risk indicators (KRIs) is not the first course of action, as it is a monitoring tool for measuring the risk exposure and performance. KRIs are metrics that provide information on the current level and trend of risk in relation to the risk appetite and tolerance of the enterprise. KRIs can help to track and report the progress and effectiveness of the risk management activities, as well as alert the management of any potential issues or changes that may affect the risk profile. However, requiring development of KRIs does not provide a comprehensive analysis or improvement plan for ransomed corporate data.
Developing a policy to address ransomware is not the first course of action, as it is a result of conducting a targeted risk assessment. A policy to address ransomware is a document that defines the rules, guidelines, and responsibilities for preventing, detecting, responding to, and recovering from ransomware attacks. Developing a policy to address ransomware can help to communicate the expectations and requirements for ransomware protection and compliance, as well as enforce accountability and governance for ransomware incidents.
However, developing a policy to address ransomware does not provide a detailed assessment or guidance for ransomed corporate data.
Backing up corporate data to a secure location is not the first course of action, as it is an implementation step after conducting a targeted risk assessment and developing a policy to address ransomware. Backing up corporate data to a secure location can help to preserve the availability, integrity, and confidentiality of the data in case of a ransomware attack. Backing up corporate data to a secure location can also help to restore the data and resume normal operations after a ransomware attack. However, backing up corporate data to a secure location does not provide a thorough risk analysis or governance framework for ransomed corporate data.
References := Ransomware Risk Management: NISTIR 8374, 3 Risk Management Process section. Managing the Risks of Ransomware - SEI Blog, Assess Your Risk section. Ransomware Risk Management - NIST, 4 Ransomware Risk Management Profile section. NIST Releases Tips and Tactics for Dealing With Ransomware, Back Up Your Data section.
NEW QUESTION # 300
Which of the following processes is responsible for controlling, recording and reporting on versions, attributes, and relationships relating to components of the Information Technology (IT) infrastructure?
Answer: C
Explanation:
Section: Volume B
NEW QUESTION # 301
Facing financial struggles, a CEO mandated severe budget cuts. A decision was also made to immediately change the enterprise strategic focus to put more reliance on mobile, cloud, and wireless services in an effort to boost revenue. The IT steering committee has asked the CIO to suggest adjustments to the current IT project portfolio to allow support for the new direction despite fewer funds. What should the CIO advise the committee to do FIRST?
Answer: C
Explanation:
As this is the first step to understand the scope, objectives, and expectations of the new direction, as well as to align the IT project portfolio with the business needs and priorities. Asking business stakeholders to discuss their vision can also help identify and address any gaps or issues in the current IT project portfolio, as well as to communicate and collaborate effectively with the business units.
Canceling projects with a net present value (NPV) below a defined threshold, conducting a risk assessment against the potential new services, and starting re-allocating budget to projects involving mobile or cloud are possible actions to take after asking business stakeholders to discuss their vision, but they are not the first step. Canceling projects with a low NPV may help free up some funds for the new direction, but it may also affect the existing or planned benefits or outcomes of those projects. Conducting a risk assessment can help evaluate the feasibility and impact of the new services, as well as identify and mitigate any threats or uncertainties. Starting re-allocating budget can help support and enable the new services, but it may also disrupt or compromise the current or ongoing projects. These actions should be based on a clear and shared understanding of the new strategy and its implications for the IT project portfolio.
NEW QUESTION # 302
An enterprise decides to accept the IT risk of a subsidiary located in another country even though it exceeds the enterprise's risk appetite. Which of the following would be the BEST justification for this decision?
Answer: C
NEW QUESTION # 303
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