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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Design Factors and Tailoring | 12% | - Seven design factors - Tailoring the framework to enterprise context - Focus areas |
| Topic 2: COBIT 2019 Principles | 13% | - Enabling a holistic approach - End-to-end governance system - Meeting stakeholder needs - Covering the enterprise end-to-end - Applying a single integrated framework - Tailored to enterprise needs |
| Topic 3: Governance and Management Objectives | 25% | - Five domains: EDM, APO, BAI, DSS, MEA - 40 governance and management objectives - Objectives structure and relationships |
| Topic 4: Governance System and Components | 30% | - Components of a governance system
|
| Topic 5: Implementation and Performance Management | 8% | - Performance measurement concepts - Seven-phase implementation lifecycle - Capability levels and maturity models |
| Topic 6: Framework Introduction and Overview | 12% | - Purpose and scope of COBIT 2019 - Governance vs Management distinction - Origins and evolution of COBIT - Enterprise Governance of Information and Technology (EGIT) concepts |
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NEW QUESTION # 169
Which of the following is a strategy archetype focused on increasing revenues?
Answer: C
Explanation:
The enterprise strategy archetype is a design factor that describes how an enterprise uses information and technology to achieve its goals and objectives. There are six enterprise strategy archetypes defined in COBIT
2019: growth/acquisition; operational excellence; customer intimacy; product leadership; data-driven; innovation-driven. Each archetype has different implications for the governance and management of information and technology in terms of focus areas processes practices roles structures,and metrics. The enterprise strategy archetype that is focused on increasing revenues is growth/acquisition. Growth/acquisition is a strategy archetype that emphasizes expanding market share revenue customer base or product range through organic growth or acquisition of other businesses or assets. This strategy archetype requires effective portfolio management of information and technology investmentsand initiatives that support business growth or acquisition objectives. Portfolio management involves selecting prioritizing balancing monitoring evaluating,and optimizing informationand technology investmentsand initiatives based on their alignment with business strategy value delivery potential risk exposure resource availability interdependencies etc.
Portfolio management also involves ensuring that informationand technology investmentsand initiatives are integrated with business processes systems structures culture etc especially in case of mergers or acquisitions.
5 References: 5: COBIT 2019 Design Guide: page 35-36 : COBIT 2019 Process Reference Guide: page 59-61
NEW QUESTION # 170
Which of the following should be scheduled for completion FIRST when prioritizing improvement initiatives?
Answer: C
Explanation:
The initiatives that should be scheduled for completion first when prioritizing improvement initiatives are the ones that are easiest to achieve and will garner business benefits. This approach helps to create quick wins and demonstrate value to the stakeholders, as well as to build momentum and confidence for further improvement efforts. The initiatives should also be aligned with the enterprise's strategic objectives, risk appetite, and resource constraints. The approach is based on the COBIT 2019 Implementation Guide2, page
37. References: 2: COBIT 2019 Implementation Guide | Digital | English
NEW QUESTION # 171
Which of the following is the PRIMARY benefit or output derived from setting targeted capability levels and performing a capability-level gap analysis for selected processes?
Answer: C
Explanation:
Explanation
The capability levels are a measure of how well an enterprise performs its information and technology governance and management processes in terms of process attributes such as process performance, process definition, process deployment, process measurement, process control, process optimization etc. The capability levels range from 0 (incomplete) to 5 (optimizing), indicating the degree of maturity and effectiveness of an enterprise's information and technology governance and management processes. The targeted capability levels are the desired levels of performance that an enterprise wants to achieve for its information and technology governance and management processes, based on its strategy, objectives, needs, and expectations. The targeted capability levels provide a basis for defining the improvement goals and objectives for the processes. The capability-level gap analysis is a process that involves comparing the current capability levels of an enterprise's information and technology governance and management processes with the targeted capability levels, and identifying the gaps or differences between them. The capability-level gap analysis helps to determine the improvement actions and initiatives that are required to close the gaps and achieve the targeted capability levels. The primary benefit or output derived from setting targeted capability levels and performing a capability-level gap analysis for selected processes is identification of process improvement opportunities. This means that by setting targeted capability levels and performing a capability-level gap analysis for selected processes, an enterprise can identify the areas of weakness or inefficiency in its information and technology governance and management processes, and determine the potential solutions or enhancements that can improve its process performance, quality, value, etc. This will also help to align the information and technology governance system with the enterprise's strategy and objectives.References: : COBIT 2019 Design Guide: page 53-54 : COBIT 2019 Process Assessment Model:
page 11-13
NEW QUESTION # 172
The Goals Cascade model illustrates that each governance or management objective supports the achievement of alignment goals that are related to:
Answer: C
Explanation:
The Goals Cascade model illustrates how enterprise goals cascade to alignment goals and then to governance and management objectives. Each governance or management objective supports the achievement of one or more alignment goals that are related to larger enterprise goals. The alignment goals are derived from the balanced scorecard (BSC) dimensions of financial, customer, internal, and learning and growth1, p. 16.
References: 1: COBIT 2019 Framework: Governance and Management Objectives
NEW QUESTION # 173
Which of the following describes the COBIT performance model?
Answer: A
Explanation:
The COBIT performance model is integrated into the COBIT core model and supports capability and maturity assessment. It helps organizations measure process performance and determine improvement priorities.
NEW QUESTION # 174
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