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

 Management transparency is the most important driver of IT governance, because it enables the alignment of IT and business goals, the accountability of IT performance and value, the communication and collaboration among stakeholders, and the compliance with laws and regulations. Management transparency refers to the degree to which information about IT decisions, processes, outcomes, and risks is shared openly and honestly with relevant parties, such as the board of directors, senior management, business units, IT staff, customers, and regulators. Management transparency can help to build trust, confidence, and support for IT initiatives, as well as to identify and address any issues or gaps in IT governance12. References: What is IT governance? A formal way to align IT & business strategy. Definition of IT Governance (ITG) - IT Glossary | Gartner.

 This is because an organizational change management program is a systematic approach to managing the human side of change and ensuring that the people affected by the change are ready, willing, and able to adopt it1. An organizational change management program can help to address the fatigue and frustration of the employees by providing them with clear communication, stakeholder engagement, training and coaching, leadership support, and feedback mechanisms2. An organizational change management program can also help to increase the success rate and benefits realization of the IT projects by reducing resistance, enhancing collaboration, and improving performance3.

The other options are less effective than option A, as they do not address the root cause of the problem or provide a comprehensive solution. Establishing “Reward and Recognition” efforts to boost employee morale may be helpful, but not sufficient, to overcome the fatigue and frustration of the employees. Rewards and recognition can motivate and appreciate the employees for their efforts and achievements, but they do not necessarily help them to cope with the changes or learn the new capabilities4. Improving the system development life cycle (SDLC) process may be useful, but not relevant, to address the fatigue and frustration of the employees. The SDLC process is a framework that defines the tasks and activities involved in developing, testing, deploying, and maintaining IT systems. While improving the SDLC process can enhance the quality and efficiency of IT systems, it does not directly affect the employees’ readiness or willingness to adopt them. Assessing current business and IT competencies may be important, but not enough, to address the fatigue and frustration of the employees. Assessing competencies can help to identify the gaps and needs of the employees in terms of knowledge, skills, and abilities required for their roles. However, assessing competencies alone does not provide any solutions or support for closing those gaps or meeting those needs.

 A balanced scorecard is a strategic management tool that measures and monitors the performance of an organization against its vision, mission, goals, and objectives. It uses four perspectives: financial, customer, internal process, and learning and growth. A balanced scorecard can help demonstrate the effectiveness of the IT reorganization by showing how the IT function has improved in terms of delivering value to the business, satisfying customer needs and expectations, optimizing internal processes and workflows, and enhancing the skills and capabilities of the IT staff. According to one of the web search results1, “a balanced scorecard can help evaluate the effectiveness of IT governance by aligning IT activities with business strategies, assessing IT value delivery, identifying IT strengths and weaknesses, and facilitating continuous improvement.” The number of help desk calls, a survey of IT staff, and IT cost reduction are not the best indicators of the effectiveness of the IT reorganization. They are more likely to reflect operational or tactical aspects of IT service delivery, rather than strategic or holistic ones. They may also be influenced by other factors that are not related to the IT reorganization, such as user behavior, staff morale, or market conditions. References := Service Delivery for IT and Business | Splunk

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 theadoption 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.

A business case is the best method for making a strategic decision to invest in cloud services, as it provides a structured and comprehensive analysis of the costs, benefits, risks, and value proposition of the proposed investment. A business case can help justify the need for cloudservices, compare different options and alternatives, and align the investment with the enterprise’s strategy and objectives. A request for information (RFI) is a document that solicits information from potential vendors or suppliers, but it does not provide a decision-making framework. Benchmarking is a process of comparing the performance or practices of an enterprise with those of others, but it does not evaluate the feasibility or desirability of cloud services. A balanced scorecard is a tool that measures and monitors the performance of an enterprise or a business unit against strategic goals and objectives, but it does not assess the viability or suitability of cloud services. References: : CGEIT Review Manual (Digital Version), Chapter 3: Benefits Realization, Section 3.2: IT Investment Management, Subsection 3.2.1: IT Investment Management Overview, Page 97 : CGEIT Review Manual (Digital Version), Chapter 3: Benefits Realization, Section 3.2: IT Investment Management, Subsection 3.2.4: IT Investment Management Process, Page 104 : How to Write a Business Case: Template & Examples1

Assurance of the execution of business controls is the primary element in sustaining an effective governance framework, as it ensures that the IT governance processes and activities are performed in accordance with the established policies, standards, and procedures. Assurance also provides feedback and monitoring on the performance, compliance, and outcomes of the IT governance framework, and identifies areas for improvement and optimization12. References := CGEIT Exam Content Outline, Domain 1, Subtopic A: Governance Framework, Task 5: Ensure that assurance processes are established to provide confidence that the IT governance framework is designed and operating effectively.

 Quality management is the most important aspect of an IT governance framework to ensure that IT supports repeatable business processes, as it involves defining, implementing, and monitoring quality standards, policies, and procedures for IT products and services. Quality management also ensures that IT processes are aligned with the enterprise requirements, objectives, and expectations, and that they deliver consistent and reliable outcomes12. 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.

The most important consideration during the decision-making process of outsourcing some IT services is to identify the core IT processes that are critical for the organization’s strategic objectives and competitive advantage. Core IT processes are those that provide unique value to the organization and differentiate it from its competitors. Outsourcing core IT processes may result in loss of control, innovation, and differentiation, as well as increased dependency and risk. Therefore, core IT processes should be retained in-house, while non-core IT processes can be outsourced to benefit from economies of scale, cost reduction, and access to specialized skills and technologies. References := CGEIT Exam Content Outline, Domain 3: Benefits Realization1; COBIT 5: Enabling Processes, chapter 4, section 4.2.32; IT governance -managing the outsourcing relationship