CGEIT Exam Dumps - Isaca Certification Questions and Answers

A business impact analysis (BIA) is a process of predicting the organizational and financial impact of business disruptions, such as vendor system failures. A BIA can help the CIO to prepare for this concern by identifying the critical business processes, the potential effects of disruption, and the recovery requirements and strategies. A BIA can also help the CIO to prioritize the resources and actions needed to restore the normal operations as quickly as possible1. A BIA is an essential component of business continuity planning (BCP) and disaster recovery planning (DRP)2.

An IT balanced scorecard is a tool that measures and monitors the performance of IT in relation to the strategic goals and objectives of the organization. An IT balanced scorecard can help the CIO to evaluate the effectiveness and efficiency of IT, but it does not address the impact of business disruptions or the recovery plans.

Service-level metrics are indicators that measure and report the quality and availability of IT services delivered to the customers or users. Service-level metrics can help the CIO to track and improve the service delivery, but they do not assess the impact of business disruptions or the recovery plans.

An IT procurement policy is a document that defines the rules and procedures for acquiring IT products and services from external vendors. An IT procurement policy can help the CIO to manage the vendor relationships, contracts, and risks, but it does not analyze the impact of business disruptions or the recovery plans. References: How To Conduct Business Impact Analysis in 8 Easy Steps. The Top 10 Vendor Risks & How to Manage Them. What is FMEA? Failure Mode & Effects Analysis. Definition of Business Impact Analysis (BIA). [IT Balanced Scorecard: Definition, Frameworks, Examples]. [Service Level Metrics: Definition, Types, Examples]. [IT Procurement Policy: Definition, Components, Examples].

The primary motivation behind establishing an IT risk management framework is to promote responsibility throughout the enterprise for managing IT risk. An IT risk management framework is a set of principles, processes, and practices that guide and support the identification, analysis, evaluation, treatment, monitoring, and communication of IT-related risks. An IT risk management framework helps to ensure that IT risks are aligned with the enterprise’s objectives, strategies, and risk appetite, and that they are effectively managed by the appropriate stakeholders. An IT risk management framework also helps to foster a culture of risk awareness and accountability within the enterprise

The board of directors’ first course of action when a strategic IT-enabled investment is failing due to unforeseen technology problems should be to assess the business risk and options. This means that the board should evaluate the impact of the technology problems on the business objectives, benefits, costs, and risks of the investment, as well as the feasibility and desirability of alternative courses of action, such as continuing, modifying, suspending, or terminating the investment. This will help the board to make an informed and rational decision based on the best available information and evidence.

 A RACI chart is a tool that defines the roles and responsibilities of different stakeholders in a project or a process. RACI stands for Responsible, Accountable, Consulted, and Informed. A RACI chart can help to clarify who is responsible for performing the tasks, who is accountable for the outcomes, who is consulted for input or feedback, and who is informed of the progress or results. A RACI chart can help to improve communication, collaboration, and coordination among the stakeholders, as well as to avoid confusion, duplication, or conflict of work12.

If an enterprise has established a new department to oversee the life cycle of activities that support data management objectives, the next step should be to establish a RACI chart for the data management process. This can help to define the roles and responsibilities of the new department and other existing departments or units that are involved in the data management process, such as IT, business, security, compliance, etc. A RACI chart can also help to align the data management process with the enterprise’s strategy and goals, and to ensure that the data management objectives are met effectively and efficiently34. References: What is a RACI Chart? Definition & Example. How to Use a RACI Matrix: Everything You Need to Know. Data Management Process: Definition & Best Practices. Data Lifecycle Management: A 2023 Guide for Your Business.

 Assigning individuals responsibilities and accountabilities for management of risks is the most effective way to manage risks within the enterprise, as it ensures that the risk owners and stakeholders are clearly identified, involved, and accountable for the risk management activities and outcomes. Assigning responsibilities and accountabilities also helps to establish roles and expectations, delegate authority, and monitor performance and compliance12. References := CGEIT Exam Content Outline, Domain 4, Subtopic B: IT Risk Management, Task 2: Ensure that appropriate senior level management sponsorship for IT risk management exists.

 The use of an IT balanced scorecard enables the realization of business value of IT through outcome measures and performance drivers. Outcome measures are the indicators of the results or consequences of the IT activities, such as customer satisfaction, revenue growth, or market share. Performance drivers are the factors that influence or contribute to the outcome measures, such as process efficiency, quality, or innovation. By using an IT balanced scorecard, the organization can link the outcome measures and performance drivers to the IT objectives, strategies, and actions, and monitor and evaluate how well IT delivers value to the business

Revalidating the organization’s risk tolerance and re-aligning the retention policy is the best option to ensure the optimization of retention costs, because it can help the organization balance the trade-off between the benefits and costs of data retention. By revalidating the risk tolerance, the organization can identify the optimal level of data retention that minimizes the exposure to legal, regulatory, and operational risks, while also reducing the storage and management costs. By re-aligning the retention policy, the organization can ensure that the data retention practices are consistent with the risk tolerance and reflect the current business needs and objectives. A re-aligned retention policy can also help the organization comply with data retention laws and regulations, avoid unnecessary data hoarding, and improve data quality and accessibility. References := Data Retention Policy 101: Best Practices, Examples & More - Intradyn, Data Retention 101: Policies and Best Practices | Egnyte, Best Practices for Data Retention and Policy Creation Will Optimize Storage Management, Data Retention Policy: Crafting Strategy for Compliance and Access

 Documenting and communicating key management practices across divisions is the best way to facilitate the adoption of strong IT governance practices throughout a multi-divisional enterprise. This can help to ensure that all divisions are aware of and aligned with the corporate IT governance framework, policies, and standards. It can also promote collaboration, coordination, and consistency among the divisions, as well as transparency, accountability, and trust. According to one of the web search results1, “communication is a critical success factor for IT governance implementation” and “effective communication can help to create a shared understanding of IT governance objectives, roles, responsibilities, and benefits among stakeholders.” Ensuring each divisional policy is consistent with corporate policy, ensuring divisional governance fosters continuous improvement processes, and mandating data standardization across the distributed enterprise are not the best ways to facilitate the adoption of strong IT governance practices throughout a multi-divisional enterprise. They are more likely to be part of the implementation or improvement of IT governance practices, rather than the facilitation of them. They may also encounter resistance or challenges from the divisions due to different business needs, cultures, or preferences. References := IT Governance Practices For Improving Strategic And Operational …

Enterprise growth plans should be the most important consideration during the development of a technology resource acquisition and management policy, because they define the vision, goals, and strategies of the start-up company and how technology can support them. A technology resource acquisition and management policy should align with the enterprise growth plans and ensure that the technology resources are acquired and managed in a way that enables the company to achieve its desired outcomes, such as increasing market share, enhancing customer satisfaction, improving operational efficiency, or creating innovative products or services. A technology resource acquisition and management policy should also consider the scalability, flexibility, and adaptability of the technology resources to accommodate the changing needs and demands of the company as it grows and evolves. A technology resource acquisition and management policy should also balance the costs and benefits of acquiring and managing technology resources and ensure that they deliver value to the company and its stakeholders.

References := Managing Technology as a Business Strategy, A Complete Guide To Strategic Technology Planning, Policy on IT Acquisition Strategies and Planning Under FITARA

 A change in business strategy may require a change in IT governance structure to align with the new direction and objectives of the organization. The other options are not the primary impact of a business strategy change, but rather the outcomes or consequences of IT governance. References := ISACA, CGEIT Review Manual, 27th Edition, 2020, page 10.

 Key risk indicators (KRIs) are metrics that predict potential risks that can negatively impact businesses. They provide a way to quantify and monitor each risk. Think of them as change-related metrics that act as an early warning risk detection system to help companies effectively monitor, manage and mitigate risks1. By monitoring KRIs, the board of directors can ensure the enterprise is responsive to changes in its environment that would directly impact critical business processes, such as market fluctuations, customer preferences, regulatory compliance, operational efficiency, or cyber threats. Monitoring KRIs can help the board of directors to identify and assess the current and emerging risks, to evaluate the effectiveness and performance of the risk management strategies and controls, to communicate and report the risk status and issues, and to take timely and appropriate actions to prevent or reduce the impact of the risks234. References: How to Develop Key Risk Indicators (KRIs) to Fortify Your Business. ThePower of KRIs in Enterprise Risk Management (ERM). KRI (Key Risk Indicator): Understanding KRI and why is it important?. Key Risk Indicators (KRIs).

Identifying gaps in information asset protection should be the first high-level initiative for a newly created IT strategy committee in order to support the business goal of making IT security a priority. This initiative would help to assess the current state of IT security, identify the risks and vulnerabilities that may compromise the confidentiality, integrity, and availability of information assets, and determine the actions and resources needed to address them. The other options are not as high-level, as they are more related to the implementation or execution of IT security, rather than the planning or direction of it. References: : CGEIT Review Manual (Digital Version), Chapter 1: Governance of Enterprise IT, Section 1.3: Strategic Management, Subsection 1.3.2: Strategic Management Process, Page 23 : CGEIT Review Manual (Digital Version), Chapter 4: Risk Optimization, Section 4.3: IT Risk Management, Subsection 4.3.2: IT Risk Management Process, Page 156 : CGEIT Review Manual (Digital Version), Chapter 5: Resource Optimization, Section 5.3: Security Resource Management, Subsection 5.3.1: Security Resource Management Overview, Page 192 : What is CGEIT? A certification for seasoned IT governance professionals1

 A process maturity framework and documented procedures are primary factors in ensuring the success of an enterprise quality assurance program because they provide a clear and consistent way of measuring, monitoring, and improving the quality of the processes and products. A process maturity framework, such as the Capability Maturity Model Integration (CMMI), defines the levels of maturity and the best practices for each level. Documented procedures, such as standard operating procedures (SOPs), define the steps, roles, responsibilities, and tools for each process. These factors help to ensure that the quality assurance program is aligned with the business objectives, customer expectations, and industry standards. 

The best way to determine if staff competency is the root cause of the performance problems is to compare the required staff competencies with the current skills inventory of the service center staff. This will help identify any gaps or mismatches between what is expected and what is available in terms of skills and knowledge. References: CGEIT Review Manual, 7th Edition, page 113.

 One of the main benefits of ERP systems is that they can integrate and streamline various business processes across an enterprise, such as accounting, inventory, sales, human resources, etc. However, this also means that different regions or departments may have to adopt common or standardized processes that are supported by the ERP system, rather than using their own customized or localized ones. This can reduce the complexity and cost of implementing and maintaining the ERP system, as well as improve data quality and consistency. According to one of the web search results1, “it’s important to always keep those processes at the core of yourimplementation plan” and “an ERP implementation is an opportunity to introduce a better process, not simply to automate an existing inefficient one.” Another web search result2 states that “standardizing ERP processes across regions” is one of the best practices for a successful ERP implementation. Therefore, the best approach in the planning phase of the project is to minimize customization by standardizing ERP processes across regions. References := 9 Key ERP Implementation Best Practices | NetSuite, 6 Best Practices for a Successful ERP Implementation