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

 When prioritizing IT projects, the primary consideration for an enterprise should be the impact on the business due to expected project outcomes, because this would align the IT investments with the enterprise’s strategic objectives and value creation. The impact on the business can be assessed by using criteria such as return on investment (ROI), net present value (NPV), risk exposure, customer satisfaction, and competitive advantage12. References:= ISACA, CGEIT Review Manual, 7th Edition, 2019, page 31-32.

Data stewards are primarily responsible for applying frameworks for the governance of IT to balance the need for security controls with business requirements, as they are the custodians of the data quality, integrity, and security within an organization. Data stewards define and implement data policies, standards, and procedures, as well as monitor and report on data compliance and performance. Data stewards also collaborate with other stakeholders, such as data owners, data users, and data scientists, to ensure that the data is aligned with the business objectives and meets the regulatory and ethical requirements.

Data scientists, data analysts, and data processors are not primarily responsible for applying frameworks for the governance of IT, as they are more focused on the technical aspects of data collection, analysis, and processing. Data scientists use advanced methods and tools to extract insights and value from data. Data analysts use descriptive and inferential statistics to explore and interpret data. Data processors perform operations on data, such as entry, validation, transformation, storage, and retrieval.

References := What is a Data Steward? | Informatica; Data Governance Roles: The Ultimate Guide | Collibra; Data Governance Roles: Who Does What? | erwin; [What is IT governance? A formal way to align IT & business strategy].

 IT governance is the process of ensuring that IT supports and enables the achievement of the enterprise’s goals and objectives, and delivers value to the stakeholders1. Stakeholders are the individuals or groups that have a stake in the success or failure of IT governance, such as board members, senior management, business units, IT function, customers, suppliers, regulators, and society1. By considering stakeholders’ support, an enterprise can ensure that the IT governance framework is aligned with and driven by the stakeholders’ needs, expectations, and interests1. Stakeholders’ support can also help to facilitate the communication, collaboration, and decision-making processes among the IT governance participants, and to gain their commitment and buy-in for the IT governance implementation and improvement1.

The other options are not as important as stakeholders’ support, as they are either specific aspects or outcomes of IT governance, but not comprehensive factors. Information technology risk is the potential for negative consequences due to the use or misuse of IT within an enterprise. Information technology risk can affect the IT governance framework, but it is not the most important factor to consider, as it is only one of the many elements that influence IT governance2. Framework development cost is the amount of money and resources required to design and implement the IT governance framework. Framework development cost can affect the IT governance framework, but it is not the most important factor to consider, as it is only one of the many criteria that evaluate IT governance3. Information technology strategy is the plan that defines how the IT function supports and enables the overall business strategy and objectives of an enterprise. Information technology strategy can affect the IT governance framework, but it is not the most important factor to consider, as it is only one of the many components that constitute IT governance

When preparing a new IT strategic plan for board approval, the MOST important consideration is to ensure the plan identifies roles and responsibilities that link to IT objectives. A well-defined IT strategic plan should clearly articulate the vision, mission, goals, and objectives of the IT function, as well as the strategies and actions to achieve them1. However, without assigning roles and responsibilities to the relevant stakeholders, the plan may lack accountability, ownership, and alignment2. Therefore, it is crucial to identify who is responsible for what, how they will collaborate and communicate, and how they will be measured and rewarded3. This can help to ensure the successful execution and monitoring of the IT strategic plan, as well as the alignment with the business strategy and expectations4.

The other options are not as important as option A. While it is useful to have specific resourcing requirements, frameworks, and implications of the strategy on the procurement process, these are more operational and tactical aspects that can be determined later in the implementation phase. They are not essential for the board approval of the IT strategic plan, which should focus more on the strategic direction and value proposition of the IT function. References :=

• How to Write an Information Technology (IT) Business Proposal | Examples1
• The Role of Board Approval in the Strategic Planning Process - Veralon2
• How To Get The Board To Say Yes - Gartner3
• The Board’s Role in Strategy | WATSON4
• Overseeing strategy: A framework for boards of directors - CPA Canada

 Quality of services is the degree to which the IT services meet the expectations and requirements of the customers and stakeholders. Quality of services is usually defined and measured by the service level agreements (SLAs), which are contracts that specify the service level objectives, metrics, targets, and responsibilities of both parties. If the SLAs are not clearly defined in all cases, the business faces the greatest risk of not being able to enforce the quality of services from the third-party providers. This can lead to poor performance, customer dissatisfaction, reputational damage, legal disputes, and financial losses for the business. Therefore, it is essential to have clear and comprehensive SLAs for all IT outsourcing contracts. References: CGEIT Exam Content Outline | ISACA1, CGEIT Review Manual (Digital Version), Outsourcing IT: What to Expect from Your SLAs | AxiaTP2, What is an SLA? Best practices for service-level agreements | CIO1

Interdependent systems are those that rely on each other for data, functionality, or performance. If the business case for an ERP implementation overlooks the interdependencies among the existing systems, it may underestimate the complexity, cost, and risk of the project. The ERP implementation may also fail to achieve the expected benefits of integration, automation, and optimization if the interdependent systems are not properly aligned and coordinated. References: CGEIT Exam Content Outline | ISACA1, CGEIT Review Manual (Digital Version)2

Portfolio management is the process of selecting, prioritizing, monitoring and controlling the projects, programs and other related work that best align with the enterprise’s strategic objectives and deliver the most value to the stakeholders. The primary strategic goal of implementing portfolio management is to maximize value from the combined investments by ensuring that they are aligned with the enterprise’s vision, mission, goals and values, and that they are optimized in terms of risk, return and resource allocation. References: CGEIT Domain 2: IT Resources

A key governance consideration for the IT steering committee when evaluating vendors to provide mobile device management (MDM) services is to ensure that the service level targets align with the business requirements. Service level targets are the measurable and agreed-upon levels of performance and quality that the vendor is expected to deliver for the MDM services. These targets should reflect the business needs and expectations of the organization, such as availability, reliability, security, scalability, and functionality of the MDM services. Service level targets should also be realistic, achievable, and verifiable, and should be specified in the service level agreements (SLAs) that are part of the contract with the vendor. By ensuring that the service level targets align with the business requirements, the IT steering committee can facilitate the selection of a suitable and reliable vendor that can provide effective and efficient MDM services for the organization. References: CGEIT Exam Content Outline | ISACA1, CGEIT Review Manual (Digital Version), Mobile Device Management (MDM) - Gartner2, How to Set Service Level Targets for Your IT Support Team