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| Section | Weight | Objectives |
|---|---|---|
| Governance of Enterprise IT | 40% | - Governance Structures
|
| Benefits Realization | 26% | - Value Delivery
|
| Risk Optimization | 19% | - Risk Governance
|
| IT Resources | 15% | - Resource Optimization
|
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NEW QUESTION # 232
Which of the following is the MOST significant challenge faced by an enterprise when establishing information stewardship?
Answer: D
Explanation:
The most significant challenge faced by an enterprise when establishing information stewardship is the lack of role clarity and specific responsibilities, as this can lead to confusion, duplication, inconsistency, or omission of tasks and activities related to information governance. Information stewardship is the role of providing day-to-day operational support using data, such as defining and implementing data policies, standards, and procedures; monitoring and reporting on data compliance and performance; and collaborating with other stakeholders to ensure data quality, integrity, and security1. Information stewardship requires clear and consistent definition of the scope, objectives, and expectations of the role, as well as the roles and responsibilities of the information stewards and their relationship with other data owners, users, or scientists1. Without role clarity and specific responsibilities, information stewardship may not be effective or efficient in achieving the desired outcomes or benefits of information governance.
Lack of documented policies and procedures, information requirements of regulatory authorities, and insufficient knowledge of IT practices and controls are also challenges faced by an enterprise when establishing information stewardship, but they are not the most significant challenge. Lack of documented policies and procedures is a challenge that can affect the standardization and improvement of information governance processes and activities, as well as the communication and enforcement of data rules and expectations. Information requirements of regulatory authorities are a challenge that can affect the compliance and accountability of information governance, as well as the protection and privacy of data. Insufficient knowledge of IT practices and controls is a challenge that can affect the technical skills and capabilities of information stewards, as well as their ability to use or integrate data systems or tools.
NEW QUESTION # 233
An enterprise's global IT program management office (PMO) has recently discovered that several IT projects are being run within a specific region without knowledge of the PMO. The projects are on time, on budget, and will deliver the proposed benefits to the specific region. Which of the following should be the PRIMARY concern of the PMO?
Answer: C
Explanation:
According to the CGEIT exam guide, a global IT program management office (PMO) is responsible for overseeing and coordinating the IT projects and programs across the enterprise, ensuring alignment with the enterprise's strategy, objectives and governance framework. A PMO also helps to identify, assess, monitor and mitigate the risks associated with IT projects and programs, and to optimize the benefits and value delivered by IT investments. Therefore, the primary concern of the PMO should be the inability to reduce the impact to the risk level of the global portfolio, as this could jeopardize the overall performance and success of the enterprise's IT initiatives. If several IT projects are being run within a specific region without knowledge of the PMO, this could create potential risks such as duplication of efforts, lack of integration, inconsistency of standards and practices, misalignment of expectations and requirements, and conflicts of interests or resources.
These risks could negatively affect the quality, efficiency and effectiveness of the IT projects and programs, as well as their alignment with the enterprise's strategy, objectives and governance framework. The PMO should be aware of all IT projects and programs within the enterprise, and ensure that they follow a consistent and transparent process of planning, execution, monitoring and control. The PMO should also ensure that the IT projects and programs are aligned with the enterprise's risk appetite and tolerance, and that they are regularly assessed for their risks, benefits and value. : CGEIT Exam Candidate Guide, page 14. CGEIT Certification, The Role of Program Management Offices (PMOs) in Driving Business Strategy Execution
NEW QUESTION # 234
The board of directors of an enterprise has approved a three-year IT strategic program to centralize the core business processes of its global entities into one core system. Which of the following should be the ClO's NEXT step?
Answer: D
Explanation:
A program roadmap is a strategic plan that outlines the vision, objectives, scope, deliverables, milestones, dependencies, risks, and benefits of a large-scale IT program. A program roadmap can help the CIO and other stakeholders to communicate, align, and monitor the progress and outcomes of the program. A program roadmap is essential for a complex and long-term IT program such as centralizing the core business processes of global entities into one core system. A program roadmap can help to ensure that the program is aligned with the IT strategy and the business goals, that the program has a clear and realistic scope and schedule, that the program has adequate resources and governance, and that the program delivers the expected value and benefits1234. References: How to Create an IT Strategy Roadmap. Definitive Guide to Developing an IT Strategy and Roadmap. What is an IT Roadmap?. How To Develop a Strategy Roadmap in Six Steps.
NEW QUESTION # 235
Which of the following processes contained in the Portfolio Management domain of Val IT creates an overall portfolio view?
Answer: A
NEW QUESTION # 236
When updating an IT governance framework to support an outsourcing strategy, which of the following is MOST important?
Answer: C
Explanation:
When updating an IT governance framework to support an outsourcing strategy, the most important aspect is to ensure the effective management of contracts with third-party providers. Contracts are the legal documents that define the scope, terms, conditions, and expectations of the outsourcing relationship, as well as the roles, responsibilities, and obligations of both parties. Contracts also specify the service level agreements (SLAs), key performance indicators (KPIs), and reporting mechanisms that are used to measure and monitor the quality and performance of the outsourced services. Contracts also provide the mechanisms for resolving disputes, enforcing compliance, and managing changes and risks. Therefore, ensuring the effective management of contracts with third-party providers is essential for achieving the desired outcomes and benefits of outsourcing, as well as for mitigating the potential challenges and issues that may arise from outsourcing. References:
Outsourcing Governance Framework1, Guidelines on outsourcing arrangements2, IT governance -managing the outsourcing relationship3
NEW QUESTION # 237
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