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

According to the CGEIT exam content outline1, one of the subtopics under the domain of Governance of Enterprise IT is “Governance Strategy Alignment with Enterprise Objectives”. This subtopic covers the process of ensuring that the IT strategy is aligned with the business strategy and supports the achievement of enterprise goals and objectives. Therefore, the best course of action for the CIO in this situation is to align the business strategy with the IT strategy, which would help the IT team to meet the new demands and deliver value to the enterprise. References: 1: CGEIT Exam Content Outline | ISACA

Facilitating the adoption of an IT governance program in an enterprise requires addressing the behavioral and cultural aspects of change. This approach recognizes that the success of such a program depends not only on the structural and strategic elements but also on how well the people within the organization accept and adapt to the changes. Addressing cultural aspects involves engaging stakeholders, fostering a governance mindset, and overcoming resistance to change, thereby ensuring a smoother and more effective implementation. While defining roles, building business cases, and communicating strategies are critical, they must be complemented by efforts to manage the human side of change.

For large enterprises, the greatest challenge when procuring IaaS is ensuring the vendor meets corporate requirements, including compliance, integration standards, security, scalability, and service levels. The complexity of aligning cloud capabilities with internal policies and operational needs can create governance gaps.

Other options represent necessary practices, but the alignment of vendor capabilities with enterprise standards is foundational to long-term success and risk mitigation.

Effective IT governance ensures that IT aligns with enterprise objectives, and a key indicator is the active involvement of executive management in IT decision-making. The CGEIT Review Manual 8th Edition emphasizes that executive management’s engagement in IT decisions demonstrates strong governance, as it ensures strategic alignment, accountability, and oversight.

Extract from CGEIT Review Manual 8th Edition (Domain 1: Governance of Enterprise IT):"Effective IT governance is best indicated by the active involvement of executive management in important IT decisions and activities. This engagement ensures that IT initiatives are aligned with business objectives, risks are managed appropriately, and value is delivered to the enterprise." (Approximate reference: Domain 1, Section on Governance Roles and Responsibilities)

Executive management’s involvement (option B) reflects a governance structure where IT is integrated into strategic planning, ensuring decisions support business goals and foster accountability at the highest levels.

Why not the other options?

A. Regulatory authorities have given a favorable report on IT controls: While a favorable regulatory report indicates compliance, it is a narrow measure and does not encompass the broader aspects of governance, such as strategic alignment or value delivery.

C. The chief information security officer (CISO) reports to a board member: The CISO’s reporting structure is a specific governance element but not the best indicator of overall IT governance effectiveness, as it focuses only on security.

D. IT management is proactive in reporting IT project status to executive management: Proactive reporting is a good practice but is a subset of governance activities, less critical than executive management’s direct involvement in decision-making.

Migrating patient records to a cloud provider involves sensitive data, making data governance a critical first step to ensure compliance and security. The CGEIT Review Manual 8th Edition emphasizes that reviewing the data governance policy is the first action to align migration with data protection and regulatory requirements.

Extract from CGEIT Review Manual 8th Edition (Domain 3: Risk Optimization):"When migrating sensitive data, such as patient records, to a cloud environment, the first step is to review the current data governance policy to ensure that data classification, security, and compliance requirements are addressed. This informs subsequent actions, such as SLAs and risk management." (Approximate reference: Domain 3, Section on Data Governance and Cloud Migration)

Reviewing the current data governance policy (option A) ensures that the migration adheres to policies on data privacy, security, and regulatory compliance, particularly for sensitive patient records.

Why not the other options?

B. Update the enterprise architecture (EA): EA updates may be needed but follow governance review to ensure alignment with data policies.

C. Revise the risk management framework: Risk framework revision is premature without understanding governance requirements.

D. Define the service level agreement (SLA): SLAs are defined after governance and risk considerations are addressed.

 The CTO should first understand the enterprise’s risk tolerance before assessing the impact of wearable technology. This will help the CTO to align the assessment with the enterprise’s objectives, culture, and appetite for risk. The other options are important steps in the assessment process, but they are not the first ones. Creating an IT risk scorecard and prioritizing wearable technology risk require a clear understanding of the enterprise’s risk tolerance, which is the basis for defining risk criteria and thresholds. References := ISACA, CGEIT Review Manual, 7th Edition, Chapter 2: Strategic Management, Section 2.3: Risk Optimization, p. 63-64.

Ensuring that IT project selections meet business requirements requires direct involvement of business stakeholders to align projects with enterprise goals. The CGEIT Review Manual 8th Edition emphasizes that business participation in project selection is critical to achieving strategic alignment.

Extract from CGEIT Review Manual 8th Edition (Domain 4: Strategic Management):"Business participation in the selection of IT projects is essential to ensure that projects are aligned with enterprise business requirements and deliver value. Engaging business stakeholders in the decision-making process fosters alignment and prioritization of initiatives that support strategic goals." (Approximate reference: Domain 4, Section on Project Portfolio Management)

Business participation in the selection of IT projects (option B) ensures that projects are chosen based on business needs, increasing the likelihood of delivering value and meeting requirements.

Why not the other options?

A. Development of an enterprise architecture (EA): EA provides a framework but does not directly ensure business requirements are met in project selection.

C. Implementation of project stage gates: Stage gates control project execution, not the initial selection process.

D. Creation of thorough business cases prior to IT project selection: Business cases are important, but they are a tool used during selection, which requires business participation to be effective.

Within a governance structure for risk management, the second line of defense is primarily responsible for monitoring risk and controls. This function involves overseeing the effectiveness of the first line of defense (operational management and control implementation) and ensuring that risk management practices are properly integrated into business processes. It serves as a check on the adequacy and effectiveness of risk management across the organization. While conducting audits is a function of the third line of defense (internal audit), and identifying and assessing risk is often a shared responsibility, the distinct role of the second line is to provide ongoing monitoring and oversight of risk management and control processes.