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| Section | Weight | Objectives |
|---|---|---|
| Risk Optimization | 20% | - IT risk management framework - Risk response and mitigation strategies - Risk monitoring and reporting - Risk identification, assessment and evaluation |
| Framework for the Governance of Enterprise IT | 25% | - Principles, concepts and components of governance - Governance assurance and continuous improvement - Alignment with enterprise goals and strategies - Development and implementation of governance frameworks |
| Strategic Management | 20% | - Enterprise architecture and technology roadmaps - Strategic planning and governance integration - IT strategy development and alignment - Investment and portfolio management |
| Resource Optimization | 15% | - Sourcing and vendor management - IT resource planning and allocation - Human, financial and infrastructure resources - Resource performance and efficiency |
| Benefit Realization | 20% | - Business case development and management - Value delivery and benefits identification - Benefit measurement and monitoring - Optimization of investments and outcomes |
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NEW QUESTION # 383
An enterprise's current business continuity plan (BCP) fails to consider many common crisis events. What would be MOST helpful to address this situation?
Answer: D
Explanation:
Engaging stakeholders in scenario developmentis essential to identifying relevant and realistic crisis events that the business continuity plan should address. Stakeholders bring diverse perspectives on potential threats and operational priorities, which improves the completeness and effectiveness of the BCP.
Walk-throughs and communication reviews are important later stages, butscenario development is foundationalfor making the BCP comprehensive.
Reference:
CGEIT Review Manual: Domain 4 - Risk Optimization
COBIT 2019: DSS04 (Manage Continuity).
NEW QUESTION # 384
Which of the following is the BEST way for a CIO to provide progress updates on a newly implemented IT strategic plan to the board of directors?
Answer: D
Explanation:
An IT summary dashboard is the best way for a CIO to provide progress updates on a newly implemented IT strategic plan to the board of directors, because it can help to communicate the key performance indicators (KPIs), benefits, risks, and issues of the IT strategic plan in a concise, visual, and interactive way. An IT summary dashboard can also help to align the IT strategic plan with the business strategy, value creation, and stakeholder expectations, and demonstrate the value and contribution of IT to the enterprise. Presenting IT critical success factors (CSFs), reporting results of key risk indicators (KRIs), and reporting results of stage- gate reviews are not as effective as presenting an IT summary dashboard, because they are more focused on specific aspects of the IT strategic plan, rather than providing a holistic and comprehensive overview. References:
IT Governance Dashboard, ISACA
What is an IT Dashboard?, Smartsheet
IT Strategy Dashboard, ClearPoint Strategy
NEW QUESTION # 385
Which of the following is the MOST important reason that IT strategic planning processes need to be adequately documented and communicated?
Answer: D
Explanation:
IT strategic planning processes need to be adequately documented and communicated for several reasons, but the most important one is to promote transparency to stakeholders. Transparency means being open, honest, and accountable for the actions and decisions of the IT department. Transparency helps to build trust, credibility, and confidence among the stakeholders, such as senior management, business units, customers, suppliers, regulators, and employees1. By documenting and communicating the IT strategic planning processes, the IT department can demonstrate how it aligns its goals and objectives with the business strategy, how it prioritizes and executes its projects and initiatives, how it measures and reports its performance and outcomes, and how it manages its risks and challenges. Documenting and communicating the IT strategic planning processes also enables the IT department to solicit feedback and input from the stakeholders, and to address any issues or concerns that may arise23.
The other options are not as important as promoting transparency to stakeholders. Justifying spending on IT projects is a benefit of documenting and communicating the IT strategic planning processes, but it is not the primary reason. Ensuring other departments are aligned with the direction set by IT is a result of documenting and communicating the IT strategic planning processes, but it is not the main purpose. Informing business units of IT department achievements is a part of documenting and communicating the IT strategic planning processes, but it is not the most important reason.
References: 1: Creating an IT Strategy Communications Plan: 5 Keys to Success4 2: IT Strategy Template for a Successful Strategic Plan | Gartner1 3: 14 Ways To Document Communications Processes For Faster ... - Forbes
NEW QUESTION # 386
Which of the following is the MOST effective approach to ensure senior management sponsorship of IT risk management?
Answer: B
Explanation:
According to the CGEIT certification guide, the most effective approach to ensure senior management sponsorship of IT risk management is to integrate IT risk into enterprise risk management (ERM). This is because ERM is a holistic and strategic approach that considers all types of risks that may affect the achievement of the enterprise's objectives. By integrating IT risk into ERM, senior management can better understand the impact and interdependencies of IT risks on the enterprise's performance and value, and can provide more effective oversight and guidance to the IT risk management processes1. The other options are less effective than option D, as they do not address the alignment and integration of IT risk with the enterprise's strategy and objectives. Reference:= CGEIT certification guide, domain 3: Risk Optimization, section 3.1: Risk Governance, page 86.
NEW QUESTION # 387
A domestic healthcare provider has informed IT governance that it is updating its strategy to include telemedicine and teleconsulting for international locations. Which of the following is the PRIMARY governance concern for the enterprise?
Answer: B
Explanation:
From an EGIT perspective, expanding telemedicine internationally changes the enterprise's compliance, accountability, and oversight obligations. The primary governance concern is conflicting (or non- aligned) legal and regulatory requirements across countries-covering patient privacy, health data residency/cross-border transfers, medical licensure, clinical accountability, record retention, consent, and security expectations. Telehealth regulation is widely recognized as non-uniform across jurisdictions, meaning what is permitted in one country may be restricted or require different controls in another.
While infrastructure scalability (B) and data sensitivity classification (D) are important management concerns, they are secondary to ensuring the strategy is legally viable and compliant in every target jurisdiction.
Similarly, updating risk tolerance (C) may be needed after assessing the regulatory and operational impacts, but governance must first address whether the enterprise can operate lawfully and demonstrate compliance across borders. In COBIT/EGIT terms, this is tightly linked to governance's duty to monitor compliance and progress against plans and to set direction considering stakeholder needs and external obligations- especially acute in healthcare where privacy and safety requirements are strict.
NEW QUESTION # 388
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