COBIT-Design-and-Implementation Exam Dumps - ISACA COBIT2019Design and Implementation certificate

The role of IT management when executing an EGIT implementation program plan should be to monitor the implementation and provide direction when necessary. This ensures that the program stays on track and aligns with the enterprise’s strategic objectives.

IT management's role is to oversee the execution of the EGIT implementation program, ensuring that it adheres to the plan and meets the established objectives. This includes monitoring progress, addressing any issues that arise, and providing guidance to ensure successful implementation.

COBIT 2019 Framework References:

COBIT 2019 Implementation Guide, Chapter 7:Details the responsibilities of IT management in monitoring and directing the implementation of the EGIT program.

COBIT 2019 Design Guide, Chapter 4:Emphasizes the need for active management involvement to guide and support the implementation process.

By monitoring the implementation and providing direction, IT management ensures that the program remains aligned with business goals and can adapt to any changes or challenges encountered during execution.

When the IT implementation methods design factor value is agile, the management objective priority should be "Managed IT changes." Agile methodologies involve frequent changes and iterations, making effective change management crucial for success.

Agile methodologies emphasize flexibility, iterative development, and rapid response to change. As a result, managing IT changes becomes a priority to ensure that changes are systematically controlled, risks are mitigated, and alignment with business goals is maintained.

COBIT 2019 Framework References:

COBIT 2019 Framework: Governance and Management Objectives, BAI06 Managed IT Changes:This objective focuses on managing all IT changes in a controlled manner, ensuring minimal disruption and alignment with business goals.

COBIT 2019 Design Guide, Chapter 3:Discusses the importance of aligning management objectives with specific design factors, such as IT implementation methods like Agile.

By prioritizing "Managed IT changes," the enterprise can ensure that its agile implementation remains effective and aligned with overall governance objectives.

The primary function of COBIT Implementation Phase 7: "How Do We Keep the Momentum Going?" is to ensure frequent stakeholder communication. This phase focuses on maintaining engagement and support from stakeholders to sustain the momentum of the governance initiatives.

Ensuring frequent stakeholder communication is essential for maintaining momentum in governance initiatives. This involves regular updates, feedback sessions, and transparent communication to keep stakeholders informed and involved in the ongoing process. It helps to address any concerns, align expectations, and ensure continuous support for the initiatives.

COBIT 2019 Framework References:

COBIT 2019 Implementation Guide, Chapter 8:Discusses the importance of continuous communication with stakeholders to keep the momentum going and maintain support for governance initiatives.

COBIT 2019 Design Guide, Chapter 5:Highlights the need for frequent and effective communication to ensure that stakeholders remain engaged and supportive throughout the implementation process.

By ensuring frequent stakeholder communication, enterprises can sustain the momentum of their governance initiatives, making it the primary function of COBIT Implementation Phase 7

The COBIT® 2019 Design Guide describes the COBIT goals cascade as the mechanism for translating enterprise goals into governance and management objectives. The guide clearly states that this translation must begin with prioritized enterprise goals, not generic or selective lists.

Prioritization ensures that governance design focuses on what matters most to the enterprise, given its strategy, risk profile, and context. Without prioritization, governance systems risk becoming overly broad, complex, or misaligned with business value.

Generic enterprise goals represent the full COBIT catalog and are not specific enough to guide design decisions. Risk-based goals are an important input but do not replace enterprise-wide prioritization. Selective goals lack formal weighting and may omit critical dependencies.

By starting with prioritized enterprise goals, the governance designer can systematically identify relevant alignment goals and then map them to governance and management objectives. This structured approach is explicitly recommended in COBIT 2019 and ensures traceability, focus, and value-driven governance design.

Key goal indicators (KGIs) are best suited for evaluating the performance of processes. KGIs measure the outcome of processes and indicate whether the objectives are being met, providing a clear picture of performance.

References in COBIT 2019 Design and Implementation:

COBIT 2019 Framework: Governance and Management Objectives, MEA01 (Managed Performance and Conformance Monitoring):This objective highlights the use of key goal indicators to measure and monitor the performance of governance and management processes.

COBIT 2019 Implementation Guide, Chapter 5:This chapter discusses the importance of using KGIs to evaluate process performance and ensure alignment with enterprise goals.

By focusing on KGIs, enterprises can effectively monitor and evaluate the success of their processes in achieving desired outcomes, leading to continuous improvement and better alignment with business objectives.

The function within the IT corporate structure responsible for classifying information using an agreed-upon classification scheme for a new data collection system is the Information Security function. Information security ensures that data is properly classified to protect it according to its sensitivity and criticality.

References in COBIT 2019 Design and Implementation:

COBIT 2019 Framework: Governance and Management Objectives, APO13 (Managed Security):This objective outlines the responsibilities of the information security function, which includes defining and implementing information classification schemes.

COBIT 2019 Implementation Guide, Chapter 3:This chapter details how information security policies and practices should be established, including the classification of information assets.

COBIT 2019 Framework: Deliver, Service and Support (DSS05, Managed Security Services):This objective highlights the role of information security in managing security services, including data classification and protection measures.

By classifying information, the information security function ensures that data is adequately protected against unauthorized access and breaches, adhering to compliance requirements and supporting the overall security posture of the enterprise.

When soliciting feedback on a business case associated with a new system upgrade to satisfy new regulations, the current IT service vendor would be identified as an external stakeholder. External stakeholders are those outside the organization who can influence or be influenced by the outcomes of the project.

In the context of COBIT 2019, external stakeholders are those who are not part of the enterprise but have a vested interest in the success of IT initiatives. The current IT service vendor plays a critical role in providing feedback on the feasibility, implementation challenges, and potential impact of the new system upgrade.

COBIT 2019 Framework References:

COBIT 2019 Implementation Guide, Chapter 7:Highlights the importance of engaging external stakeholders, including vendors, to gain valuable insights and feedback.

COBIT 2019 Framework: Governance and Management Objectives:Emphasizes the need for stakeholder engagement, including both internal and external parties, to ensure comprehensive feedback and alignment with requirements.

Engaging the current IT service vendor as an external stakeholder ensures that all relevant perspectives are considered, enhancing the quality and feasibility of the business case.

COBIT 2019 emphasizes theIT balanced scorecardas a key performance management tool:

"An IT balanced scorecard provides a mechanism for aligning IT-related goals with enterprise objectives and is instrumental in measuring and communicating performance across financial, customer, process, and innovation dimensions."

It is tailored to evaluate benefits realization and strategic alignment. Gantt charts and project management tools focus on timelines and task execution, while RACI charts clarify responsibilities—not performance outcomes.