CGEIT Exam Dumps - Certified in the Governance of Enterprise IT Exam

When an enterprise is considering establishing a virtual reality store to sell its products, the IT steering committee's first course of action should be to request a cost-benefit analysis. This analysis will evaluate the financial implications, potential returns, and strategic value of the investment, providing a basis for informed decision-making. While resource gap analysis, development of key risk indicators (KRIs), and threat assessment are important considerations, understanding the economic viability through a cost-benefit analysis is fundamental before proceeding with such strategic initiatives.

• This is because KPIs are measurable values that indicate how well the IT governance framework is achieving its objectives and delivering value to the business1. By evaluating KPI results, the organization can:

Evaluating KPI results can provide a comprehensive and objective overview of the IT governance framework’s effectiveness and impact.

The other options, developing a business case for the program portfolio, benchmarking the IT governance framework to industry best practice, and reviewing results of IT audit reports are not as effective as evaluating KPI results for assessing the effectiveness of a newly established IT governance framework. They are more related to the design and implementation of the IT governance framework, rather than its evaluation. They may also be too narrow or subjective for assessing the IT governance framework’s effectiveness, as they may not cover all aspects or perspectives of the IT governance framework. They may also depend on external factors or standards that may not be relevant or applicable to the organization’s specific context and needs.

• This is because calibrating and scaling delivery of IT services means adjusting and optimizing the IT service portfolio, processes, and resources to meet the changing and diverse needs and expectations of the business1. By following this approach, the large enterprise can:

Calibrating and scaling delivery of IT services can help the large enterprise revamp its IT services in a way that supports and enables the business success.

The other options, addressing gaps within the management of IT-related risk, focusing on business innovation through knowledge, expertise, and initiatives, and adhering to on-time and on-budget IT service delivery are not as appropriate as calibrating and scaling delivery of IT services for a large enterprise to follow when revamping its IT services. They are more related to specific aspects or outcomes of IT service management, rather than a holistic and strategic approach. They may also be too narrow or rigid for a large enterprise that needs to adapt and evolve its IT services to the dynamic and complex business environment. They may not address the full scope or potential of IT service improvement and transformation.

The accountability for a business continuity program for business-critical systems is best assigned to the CIO, because the CIO is responsible for the IT strategy, operations, and resources that support the business objectives and continuity. The other options are not as suitable as the CIO, because they do not have the same level of authority, expertise, or involvement in the IT function. The enterprise risk manager oversees the overall risk management process, but does not have direct control over the IT resources and activities. The CEO is ultimately accountable for the entire organization, but delegates the responsibility for IT to the CIO. The director of internal audit provides assurance and consulting services on the effectiveness of governance, risk management, and control processes, but does not have operational responsibility for IT or business continuity. References := Business Continuity Program Roles & Responsibilities, Who Should Manage the Business Continuity Program?

According to the web search results, IT change management is the process of tracking and managing a change throughout its entire life cycle, from start to closure, with the aim to minimize risk1. One of the steps in the IT change management process is to collect and analyze data, quantify gaps and understand resistance, and modify the plan as needed2. The final step in completing the changes to IT processes is to ensure a return to stabilized business operations, which means that the change has been successfully implemented and the expected benefits have been realized3. This step also involves closing the change request, documenting the lessons learned, and celebrating the achievements4.

The other options are not the final step in completing the changes to IT processes, but rather intermediate steps that occur before or during the change implementation. Updating the configuration management database (CMDB) is a step that occurs during the change implementation, as it involves recording and tracking the changes made to the IT assets and services. Empowering the business to embrace the changes is a step that occurs before and during the change implementation, as it involves providing communication, training, and support to help the stakeholders adopt and adapt to the changes. Updating the enterprise architecture (EA) is a step that occurs before or during the change implementation, as it involves aligning the IT strategy, processes, and systems with the business goals and requirements.

References: 1: IT change management: A comprehensive guide - ManageEngine1 2: What is Change Management? Organizational, Process, Definition … - ASQ3 3: The Evolution of IT Change Management | Atlassian2 4: What is IT Change Management? - ServiceNow4 : What is Configuration Management Database (CMDB)? | ServiceNow : What is Organizational Change Management? | Prosci : What is Enterprise Architecture? | Gartner

To measure the value of IT-enabled investments, an enterprise needs to identify its drivers as defined by its business strategy. The business strategy is the document that defines the vision, mission, goals, and objectives of the enterprise and how they will be achieved. It also specifies the value proposition, competitive advantage, and target market of the enterprise. The drivers of value are the factors that influence or determine the value creation and delivery of the enterprise. They can include aspects such as customer satisfaction, revenue growth, cost reduction, innovation, quality, and efficiency. By identifying its drivers as defined by its business strategy, the enterprise can align its IT-enabled investments with its strategic priorities and expectations. It can also establish the criteria, metrics, and indicators for measuring and evaluating the value of IT-enabled investments in terms of their contribution to the business outcomes and performance.

Operational processes are the routine and repetitive tasks that support the day-to-day operations of an enterprise, such as data entry, payroll, customer service, etc. These processes are usually well-defined, standardized, and measurable, which makes them easier to outsource to a third-party provider who can perform them more efficiently and cost-effectively. Outsourcing operational processes can also free up internal resources and capabilities for more strategic and innovative activities that add value to the enterprise. Therefore, operational processes that are well-defined are a good candidate for outsourcing.

References: ISACA, The Outsourcing Handbook A guide to outsourcing1. Time Doctor, The clear & complete guide to IT outsourcing (2023)2. Tutorial-Reports.com, Criteria for selecting an outsourcing vendor3

 Enterprise architecture (EA) is the best way to enable an enterprise to achieve the benefits of implementing new Internet of Things (IoT) technology because it provides a holistic view of the current and desired state of the enterprise, including its business processes, information systems, data, applications, infrastructure, and security. EA helps to align the enterprise’s vision, strategy, and goals with its IT capabilities and resources. EA also helps to identify the gaps, risks, and opportunities for improvement in the existing IT environment and to design and implement the optimal IT solutions that can support the business needs and objectives. EA can help to ensure that the new IoT technology is integrated seamlessly with the existing IT systems and that it delivers value to the stakeholders and customers. EA can also help to monitor and evaluate the performance and outcomes of the IoT technology and to ensure its compliance with the relevant standards, policies, and regulations12. References := Enterprise Architecture: A Framework for Driving Business Value from IoT, Enterprise Architecture for IoT