COBIT-2019 Exam Dumps - COBIT 2019 Foundation

Using the COBIT 2019 Governance System Design Workflow allows enterprises to realize a governance system that is tailored to their needs. The COBIT 2019 Governance System Design Workflow is a set of steps that guide enterprises in designing a customized governance system based on their specific context, goals, issues, and priorities. The workflow helps enterprises to identify their current state, desired state, gaps, improvement opportunities, design factors, governance components, roles, responsibilities, practices, activities, inputs, outputs, goals, metrics, and road map for implementing their governance system. The workflow also helps enterprises to balance competing requirements and resolve conflicts among stakeholders. By following the workflow, enterprises can design a governance system that fits their unique needs and delivers value to their business. References: : COBIT 2019 Design Guide: Designing an Information & Technology Governance Solution, page 29 2 : COBIT 2019 Design Guide: Designing an Information & Technology Governance Solution, page 31

Enterprise strategy cascades to enterprise goals within the COBIT goals cascade. The COBIT goals cascade is a mechanism that helps enterprises to align their governance objectives with their stakeholder needs. It consists of four levels: stakeholder drivers, enterprise goals, alignment goals, and governance and management objectives. Enterprise strategy is the high-level direction and guidance that defines how the enterprise will achieve its vision and mission. Enterprise goals are the specific targets or outcomes that the enterprise sets to achieve its vision and mission. Enterprise strategy cascades to enterprise goals through a process of analysis, prioritization, and validation.12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Framework: Governance System

 Within the COBIT organizational structures component, the Accountable (A) role is solely liable for the success and achievement of assigned tasks. This role has the authority to approve or veto any decision or activity related to the tasks, and is responsible for ensuring that the Responsible ® role has adequate resources and skills to perform the tasks2, p. 34. References: 2: COBIT 2019 Framework: Introduction and Methodology

An enterprise that has been consistently growing over the years and has decided to adapt the COBIT framework from the growth perspective of the balanced scorecard dimensions should select product and business innovation as one of its most relevant enterprise goals. The balanced scorecard is a tool that translates strategic objectives into four dimensions: financial, customer, internal, and growth. The growth dimension focuses on how the enterprise can create new products or services, enter new markets, or improve its processes or capabilities to achieve long-term success. Product and business innovation is one of the 17 enterprise goals defined in COBIT 2019, which describe the outcomes that an enterprise wants to achieve from its use of information and technology. This goal relates to enhancing customer satisfaction and loyalty by providing innovative solutions that meet their needs and expectations. The answer is based on the COBIT 2019 Framework5, page 38. References: 5: COBIT 2019 Framework | Digital | English

An example of a governance system component is the compliance regulations applicable to the enterprise. The governance system components are the elements that constitute a governance system for an enterprise using COBIT 2019. The governance system components include principles enablers goals processes practices roles structures metrics etc., that enable an enterprise to govern and manage its information and technology activities effectively efficiently reliably securely etc. The compliance regulations are the laws regulations standards guidelines contracts or agreements that govern the information and technology activities of an enterprise. The compliance regulations influence the level of control and assurance that an enterprise needs to demonstrate its adherence to the applicable rules and obligations. By considering the compliance regulations as a governance system component an enterprise can ensure that its governance system is appropriate for itscontext and objectives that it can effectively manage the potential impacts of non-compliance on its reputation performance value stakeholder trust etc., that it can align its information and technology activities with the relevant standards guidelines regulations best practices etc., that it can meet stakeholder requirements expectations etc., 5 References: 5: COBIT 2019 Design Guide: page 47-48 : COBIT 2019 Framework: Governance System Components: page 27-28

The governance system design workflow is a workflow that describes how an enterprise can design and implement a governance system using COBIT 2019. The governance system design workflow consists of six steps: determine initial scope; identify relevant design factors; prioritize governance and management objectives; define target capability levels; identify gaps; finalize scope. The governance system design workflow allows for consideration of all design factors in order to develop a customized governance system. The design factors are the characteristics or conditions that influence how an enterprise designs and implements its governance system using COBIT 2019. The design factors include aspects such as enterprise strategy archetype; enterprise goals; IT-related goals; risk profile; IT deployment; threat landscape; compliance requirement; operating environment; size of enterprise; culture; stakeholders; etc. By considering all design factors in the governance system design workflow, an enterprise can ensure that its governance system is appropriate for its context and needs, that it delivers value and benefits to the enterprise and its stakeholders, that it aligns with the relevant standards, guidelines, regulations, best practices, etc., that it meets stakeholder requirements and expectations, etc.

The management objective BAI11 Managed Projects involves ensuring that IT-enabled change initiatives are delivered on time, within budget, and in accordance with stakeholder expectations. This management objective covers the activities of initiating, planning, executing, monitoring, controlling, and closing IT projects, as well as managing project risks, issues, quality, scope, resources, communications, and stakeholders. This management objective is best for the consultant to recommend for developing a governance and management system that can address the issue of multiple IT-enabled change initiatives frequently being delivered late and failing to meet business needs. By applying this management objective, the enterprise can improve its project governance and management capabilities, ensure alignment of IT projects with business strategy and objectives, enhance project performance and outcomes, and increase stakeholder satisfaction and value realization12 References: 1: COBIT 2019 Process Reference Guide: Governance and Management Objectives, page 77-79 2: COBIT 2019 Implementation Guide: page 49-50

Phase 1 of the COBIT implementation approach focuses on recognizing the need for change and initiating the program. A critical component of this phase is articulating executive management's desire and rationale for change within the enterprise. The most effective tool for this purpose is the development of a "Business case."

Business Case:This document serves as a formal justification for undertaking a change initiative. It outlines the strategic alignment of the proposed change with enterprise goals, the expected benefits, costs, potential risks, and the overall impact on the organization. By presenting a well-structured business case, executive management can communicate the necessity and anticipated value of the change, securing stakeholder buy-in and guiding decision-making processes.

Option A, "Balanced scorecard," is a strategic planning and management tool used to monitor organizational performance against strategic goals. While valuable for performance measurement, it is not specifically designed to convey the impetus for change.

Option B, "Risk assessment," involves identifying and evaluating potential risks that could impact the organization. Although understanding risks is essential, a risk assessment does not comprehensively capture the executive management's motivation and justification for change.

Therefore, in Phase 1 of the COBIT implementation approach, a "Business case" is the appropriate instrument to outline executive management's desire for change within the enterprise.