COBIT-2019 Exam Dumps - Isaca Certification Questions and Answers

 According to Capability Maturity Model Integration (CMMI), Level 2 within the five maturity levels for processes best describes the outcome of the process achieving its purpose through the application of a basic, yet complete, set of activities that can be characterized as performed. CMMI is a process improvement approach that provides organizations with the essential elements of effective processes. CMMI defines five maturity levels for processes, from 1 (initial) to 5 (optimizing). Level 2 (managed) means that the process is planned and executed in accordance with policy; employs skilled people who have adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description.12 References: CMMI for Development, Version 1.3, CMMI Institute - Capability Maturity Model Integration

 The “managed innovation” management objective of the COBIT core model best describes the outcome of achieving competitive advantage, improving customer experience and improving operational effectiveness. A management objective is a desired outcome of the management processes for information and technology. Managed innovation is one of the 40 management objectives defined by COBIT that describes how to identify, prioritize, and execute innovation initiatives that support the enterprise strategy and objectives. Achieving competitive advantage, improving customer experience and improving operational effectiveness are some of the benefits of managed innovation.12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Framework: Governance and Management Objectives

 When tailoring the COBIT organization structure to organizational context and priorities, the next step after mapping organizational structures with specific responsibility or accountability is to add two levels of involvement for consulted and informed. This step helps to identify the stakeholders who need to be involved in the decision-making process, either by providing input or feedback (consulted), or by being notified of the outcomes or actions (informed). This step is based on the COBIT 2019 Implementation Guide2, page 46. References: 2: COBIT 2019 Implementation Guide | Digital | English

According to the COBIT 2019 Process Assessment Model, one of the prerequisites for determining performance measures for a process improvement initiative is to perform a process risk assessment. A process risk assessment identifies and evaluates the potential threats and opportunities that may affect the achievement of process objectives. A process risk assessment also helps to prioritize improvement actions based on their impact and likelihood.4, p. 11-12 References: 4: COBIT 2019 Process Assessment Model: Using COBIT 2019

 The key program roles are the roles that are responsible for leading, directing, managing, supporting, and executing the EGIT implementation program. The nomination of these roles is a critical step in creating the appropriate governance environment for the program. One of the roles that should be involved in this nomination process is the board and executives, who are the highest-level governance body and decision makers in an enterprise. The board and executives provide strategic direction, oversight, guidance, and approval for the EGIT implementation program. They also ensure that the program is aligned with the enterprise’s vision, mission, values, strategy, goals, and objectives. The board and executives also appoint or endorse other key program roles such as the program sponsor, program manager, program steering committee, change champion network, etc.

The primary purpose of implementing an enterprise governance of information and technology (EGIT) system is to deliver stakeholder value from I & T-enabled investments. An EGIT system is a set of components that provide direction, oversight, evaluation, monitoring, assurance, etc., for an enterprise’s information and technology. An I & T-enabled investment is any initiative or project that involves the use of information and technology to create value for the enterprise. A stakeholder is a person or group that has an interest or concern in an enterprise’s activities or outcomes. The primary purpose of implementing an EGIT system is to deliver stakeholder value from I & T-enabled investments by ensuring that they align with the enterprise strategy and objectives, optimize risks and resources, achieve expected benefits and outcomes, etc.12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Framework: Governance System

The internal audit function is an independent and objective assurance and consulting activity that evaluates and improves the effectiveness of governance, risk management, and control processes in an enterprise. The internal audit function has a role in defining the EGIT target state, which is the desired state of information and technology governance in an enterprise that is aligned with its strategy, objectives, and stakeholder needs. The role of the internal audit function in this process is to provide advice and assist with target-state positioning and gap priorities. This means that the internal audit function can help to identify the current state of information and technology governance in an enterprise, assess the gaps and issues that need to be addressed, determine the target state of information and technology governance that is optimal for the enterprise, and prioritize the actions and initiatives that are required to achieve the target state. The internal audit function can also provide assurance on the design and implementation of the EGIT target state by evaluating its adequacy, effectiveness, efficiency, and compliance.

 The IT balanced scorecard (BSC) is a tool that helps to measure and communicate the achievement of IT goals in relation to enterprise goals, using four dimensions: financial, customer, internal, and learning and growth. The alignment goal titled “Enabling and supporting business processes by integrating applications and technology” is aligned to the internal dimension of the IT BSC, as it relates to the efficiency and effectiveness of IT processes that support business processes2, p. 20. References: 2: COBIT 2019 Framework: Governance and Management Objectives

The change enablement tasks are the tasks that involve preparing for managing and sustaining the changes that are required for implementing a governance system for an enterprise using COBIT 2019. The change enablement tasks help to ensure that the changes are aligned with the enterprise’s strategy objectives needs expectations etc., that they deliver value and benefits to the enterprise and its stakeholders that they overcome resistance and barriers to change that they create a culture of continuous improvement etc. One of the key change enablement tasks that must be completed during the driver identification phase of an IT initiative is identify the business and governance drivers. The driver identification phase is the first phase of the governance implementation roadmap which involves identifying and analyzing the internal and external factors that trigger or influence the need for designing and implementing a governance system for an enterprise using COBIT 2019. The business drivers are the factors that relate to the enterprise’s business strategy objectives performance risks issues opportunities etc., such as market conditions customer demands competitive pressures regulatory requirements etc. The governance drivers are the factors that relate to the enterprise’s information and technology governance strategy objectives performance risks issues opportunities etc., such as IT alignment IT value delivery IT risk management IT resource management IT performance measurement etc. By identifying the business and governance drivers during the driver identification phase an enterprise can establish a clear understanding of why it needs to design and implement a governance system using COBIT 2019 what are the expected outcomes benefits value etc., from doing so who are the relevant stakeholders their roles responsibilities requirements expectations etc., how to communicate engage involve them in the change process etc.

Innovation and differentiation are examples of enterprise objectives design factors. Design factors are the characteristics or aspects of an enterprise that influence the design and implementation of a governance system. They include factors such as enterprise size, industry sector, risk profile, regulatory environment, sourcing model, etc. Enterprise objectives are the specific goals or targets that an enterprise sets to achieve its vision and mission. They are derived from the stakeholder drivers and needs, and are influenced by the design factors. Innovation and differentiation are two possible design factors that affect how an enterprise defines its objectives.12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Design Guide: Designing an Information and Technology Governance Solution