CITM Exam Dumps - Exin EPI IT Management Questions and Answers

Acompensating controlis an alternative control implemented when the preferred control cannot be applied due to constraints (e.g., technical, financial, or operational). According to frameworks likeCOBITorISO/IEC 27001, compensating controls provide equivalent or partial risk mitigation when the primary control is infeasible.

Deterrent controls (A) discourage violations, detective controls (C) identify incidents, and corrective controls (D) address issues after they occur. Only compensating control (B) fits the scenario of a second-best alternative due to constraints.

For a government system handling land title transfers, the key requirements arespeed of transmissionandprivacy. Aprivate blockchainis most suitable because it restricts access to authorized participants, ensuring privacy and confidentiality of sensitive data such as land ownership records. Private blockchains are controlled by a single organization or a limited group, allowing faster transaction processing compared to public blockchains, which require consensus from a large, decentralized network. This aligns with the need for quick and secure transactions in a controlled environment.

Public blockchains (B) are open to anyone, which compromises privacy for sensitive government data. Community blockchain (A) is not a standard term in blockchain technology, and consortium blockchains (D), while involving multiple organizations, are less suitable for a single government entity needing full control.

Given the constraints oflittle to no budgetandlimited time,internet job boardsare the ideal sourcing method. They are cost-effective (often free or low-cost), allow quick posting of job openings, and reach a wide pool of candidates, enabling rapid hiring.

Word of mouth (A) is informal and may not yield qualified candidates quickly. Internal IT staff based on SWOT analysis (B) is not a standard recruitment method and takes time to analyze. Recruitment agencies (D) are expensive and slower due to their processes, making them unsuitable for low-budget, urgent hiring.

Outsourcing IT operations to an external vendor is a form ofrisk transfer(C), where the responsibility for managing certain risks (e.g., operational or technical risks) is shifted to the vendor. According toISO 31000, risk treatment strategies include transferring risk to a third party, often through contracts or outsourcing agreements, where the vendor assumes responsibility for mitigating specific risks.

Sharing (A):Involves distributing risk among multiple parties, not fully transferring it to one.

Retention (B):Means accepting the risk without mitigation, not applicable here.

Modification (D):Refers to changing processes or controls to reduce risk, not outsourcing.

Ause caseoruser storydescribes interactions between a user (role) and the system to achieve a specific goal, defining what the system must do. This corresponds to afunctional requirement(A), which specifies the system’s features or capabilities (e.g., “the system shall allow users to submit a return request”). According toSDLCand requirements engineering, functional requirements focus on specific functionalities, as captured in use cases.

Behavioral requirement (B):Not a standard term; it may refer to system behavior but is less specific than functional requirements.

Non-functional requirement (C):Covers performance, scalability, or usability (e.g., response time), not specific user interactions.

Security requirement (D):A subset of non-functional requirements focused on security, not general use case interactions.

The main objective ofvendor management meetingsis toverify if the vendor continues to meet the requirements of the contract, supporting the business processes(C). These meetings, as part ofvendor management frameworks, ensure that the vendor’s performance aligns with contractual obligations, service level agreements (SLAs), and business needs. They involve reviewing service delivery, compliance, and any issues affecting business processes.

Explore improvement programs (A):A secondary goal, as improvements may arise from performance reviews.

Identify possible price increases (B):Price discussions may occur, but they are not the primary focus.

Discuss improvement programs (D):Similar to A, this is a potential outcome but not the main objective.

The main objective of ajob rotation programin anIT organizationis tosupport the long-term continuity of the organization(A). Job rotation ensures that multiple staff members are trained across various roles and tasks, reducing dependency on specific individuals and mitigating risks associated with staff turnover or absences. This approach enhances organizational resilience by creating a flexible, cross-trained workforce capable of maintaining operations, aligning withIT organizationprinciples for workforce planning and business continuity.

Train staff on a range of activities (B):While training is a benefit, it is a means to achieve continuity, not the primary objective.

Increase staff job satisfaction (C):Job satisfaction may be a secondary benefit, but it’s not the main goal in an IT context.

Allow staff a diversity in responsibilities (D):Diversity in tasks is a byproduct, not the primary focus, which is organizational continuity.

According tohuman resource managementframeworks, job rotation is a strategic tool for ensuring operational stability, particularly in IT environments where specialized skills are critical.

SMART(Specific, Measurable, Achievable, Relevant, Time-bound) is a goal-setting framework commonly associated withManagement By Objectives (MBO). MBO involves setting clear, measurable objectives for employees, aligning individual performance with organizational goals. In appraisal meetings, using SMART conditions ensures that performance goals are clearly defined and trackable, which is a hallmark of MBO.

Graphic rating scales (B) involve rating employees on a scale for various traits, not necessarily tied to SMART goals. Ranking (C) and Performance ranking method (D) focus on comparing employees, which doesn’t align with SMART’s emphasis on individual, objective-based performance evaluation.

To ensurecontinuityin vendor selection, the key criteria includehead count(vendor’s staffing capacity to deliver services),support(availability of ongoing technical and operational support), andfinancial stability(ensuring the vendor remains viable to provide services long-term). These factors directly impact the vendor’s ability to maintain service delivery without interruptions, which is critical for business continuity.

Scope, maintenance, and price (A):Scope and price are important but don’t directly ensure continuity; maintenance is a subset of support.

Terms and conditions, maintenance, and terms of engagement (B):These are contractual elements, but they don’t fully address operational continuity like staffing or financial stability.

Price, training, and support (C):Training is less critical for continuity compared to staffing capacity or financial health.

According tovendor management frameworks, continuity is ensured by evaluating the vendor’s operational capacity and long-term reliability, making head count, support, and financial stability the minimum criteria.

For a recurring incident,problem managementinITILaims to identify the root cause to prevent future occurrences. The5-Whystechnique (C) is recommended as it involves repeatedly asking “why” to drill down to the root cause of the issue. This simple, effective method is suitable for a group of technical specialists analyzing a recurring problem, such as an incident occurring every Monday, which may stem from a specific process, configuration, or system issue.

Kepner-Tregoe (A):A structured decision-making and problem-solving method, more complex and less focused on root cause analysis alone.

Technical observation post (B):Not a standard problem management technique; likely a distractor.

Fault isolation (D):Focuses on isolating faulty components, more applicable to hardware issues than recurring process-related incidents.

The 5-Whys technique is widely used in ITIL problem management for its simplicity and effectiveness in collaborative root cause analysis.