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

 Objectives and metrics are the most critical for the successful implementation of an IT process, as they define the purpose, scope, and expected outcomes of the process. Objectives and metrics also help to measure and monitor the performance, efficiency, and effectiveness of the process, and to identify and implement improvement opportunities12. References := CGEIT Exam Content Outline, Domain 1, Subtopic C: Technology Governance, Task 2: Ensure that IT processes are defined, implemented, monitored and continually improved in alignment with the enterprise governance framework.

Requesting a meeting with the board is the most ethical course of action for the CIO who believes that a recent mission-critical IT decision by the board of directors is not in the best financial interest of all stakeholders, as it allows the CIO to express their concerns and opinions in a respectful and professional manner, and to provide relevant information and evidence to support their views. Requesting a meeting with the board also demonstrates the CIO’s commitment and accountability to the enterprise’s goals and values, and their willingness to collaborate and communicate with the board on IT governance matters123. References := CGEIT Exam Content Outline, Domain 1, Subtopic A: Governance Framework, Task 3: Ensure that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritization and decision making; and monitoring performance and compliance against agreed-on direction and objectives.

An exception management process is a method for documenting and approving an exception to compliance with established IT governance policies, standards, and practices. An exception management process can accommodate the need for autonomy over technology choices by allowing a functional group to request and justify a deviation from the IT governance requirements, based on the business needs, risks, costs, and benefits. An exception management process can also help to ensure that the exceptions are reviewed and approved by the appropriate authorities, that the exceptions are monitored and reported, and that the exceptions are aligned with the IT strategy and objectives123. References: Exception Management Process Flow. IT/Information Security Exception Request Process. Strategies, Governance, Policies, Standards and Resources.

 According to the CGEIT certification guide, key risk indicators (KRIs) are the best way to provide ongoing assurance that significant IT risk is being proactively monitored and does not exceed agreed risk tolerance levels. KRIs are metrics that measure the likelihood or impact of potential or actual risks, and provide early warning signals of increasing risk exposures1. KRIs can help IT management to track and report the status and trends of IT risks, and to trigger timely responses and actions when the risk levels approach or exceed the predefined thresholds2. The other options are less suitable than option C, as they do not provide ongoing assurance or proactive monitoring of IT risk. An IT risk appetite statement is a document that expresses the amount and type of risk that an organization is willing to take in order to meet their strategic objectives3. A risk management policy is a document that defines the principles, framework, and processes for managing risks in an organization. A risk register is a tool that records and tracks the identified risks, their causes, impacts, likelihood, responses, and owners.

References :=

• CGEIT certification guide, domain 3: Risk Optimization, section 3.4: Risk Monitoring and Assurance, page 98.
• Key Risk Indicators (KRIs) - Definition from KWHS
• Risk Appetite - an overview | ScienceDirect Topics
• Risk Management Policy - an overview | ScienceDirect Topics
• Risk Register - an overview | ScienceDirect Topics

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 change management program is the best option to prevent the problem of a lack of stakeholder buy-in to the innovation improvement initiatives, because it is a systematic and structured approach to managing the human side of change and ensuring that the stakeholders are engaged, informed, and committed to the change process. A change management program can help to identify and analyze the stakeholders, their needs, expectations, and concerns, and develop appropriate strategies and actions to communicate, educate, involve, and support them throughout the change journey. A change management program can also help to assess and address the potential risks, barriers, and resistance to change, and monitor and measure the effectiveness and outcomes of the change initiatives. According to Making Change Happen: 5 Keys to Driving Successful Change Initiatives, “Stakeholders are all the people who affect or are affected by the change initiative. Project participants can’t make the change happen by themselves. They need champions and supporters. It’s important to align stakeholders around the overall vision and then actively engage them throughout the process.”

To generate value for the enterprise, it is most important that IT investments are consistent with the enterprise’s business objectives. This means that IT investments should support and enable the achievement of the enterprise’s vision, mission, goals, and strategies. IT investments should also align with the enterprise’s values, culture, risk appetite, and stakeholder expectations. By ensuring that IT investments are consistent with the enterprise’s business objectives, the enterprise can maximize the benefits and value that IT can deliver, and avoid wasting resources on IT projects or initiatives that are not relevant, necessary, or effective. According to one source1, “Driving value creation with technology investments requires a clear understanding of how technology can enable business strategy and create value for the organization.” The other options are not the most important factor for generating value for the enterprise, but rather some of the steps or outcomes that can support or result from IT investments. Aligning IT investments with the IT strategic objectives is important, but not sufficient, as the IT strategic objectives should also be aligned with the enterprise’s business objectives. Approving IT investments by the CFO is a part of the financial governance process, but it does not guarantee that the IT investments are consistent with the enterprise’s business objectives. Including IT investments in the balanced scorecard is a way of measuring and reporting on the performance and value of IT investments, but it does not ensure that the IT investments are consistent with the enterprise’s business objectives. References := Driving value creation with technology investments

Ensuring the commitment of stakeholders is the most important consideration to effectively influence organizational and process change, as it involves engaging and communicating with the key parties who have an interest or influence in the IT governance structure. Stakeholder commitment can help to overcome resistance, gain support, and ensure alignment and collaboration among the enterprise units1. Stakeholder commitment can also facilitate the adoption and implementation of the IT governance framework, policies, and standards . References := CGEIT Exam Content Outline, Domain 1, Subtopic A: Governance Framework, Task 3: Ensure that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritization and decision making; and monitoring performance and compliance against agreed-on direction and objectives.