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

The COBIT® 2019 Implementation Guide explains that the business case documents both the drivers for change and the intended future (to-be) state. In merger scenarios, the business case outlines how systems should be consolidated, what capabilities are required, and what outcomes are expected.

Board announcements communicate intent but lack operational detail. Capability assessments describe the current state. Third-party reviews provide independent opinions but do not define the enterprise’s desired future configuration.

The business case serves as the authoritative reference for scope, objectives, benefits, and target capabilities, making it the correct source for future-state details.

According to COBIT 2019’s industry context insights:

"Nonprofit organizations typically operate under fewer regulatory constraints compared to heavily regulated sectors like finance or healthcare. However, they are highly cost-sensitive due to budget limitations and donor expectations."

This combination makes nonprofits focused on cost-efficiency and operational value delivery, rather than regulatory compliance. In contrast, financial and healthcare sectors are bound by strict regulatory obligations and compliance oversight.

COBIT® 2019 explicitly recognizes compliance requirements as a core design factor that significantly influences governance system design. Enterprises operating in highly regulated environments must place stronger emphasis on compliance-related governance and management objectives, controls, and assurance mechanisms.

The Design Guide consistently uses the financial sector as a canonical example of a high-compliance environment due to stringent regulatory oversight related to data protection, financial reporting, risk management, anti-money laundering, and operational resilience. Banks, insurance companies, and investment firms are subject to continuous regulatory scrutiny and mandatory audits, making compliance a dominant governance driver.

While public sector organizations also face regulatory requirements, the level, consistency, and enforcement intensity vary widely by jurisdiction. Educational and nonprofit sectors typically operate under fewer mandatory compliance regimes and therefore are not categorized as high-compliance by default.

COBIT emphasizes that in high-compliance environments, governance design must prioritize objectives related to compliance monitoring, internal control, assurance, and risk optimization. This directly aligns with the characteristics of the financial sector, making it the correct answer.

When DevOps is selected as the IT implementation method design factor, COBIT® 2019 emphasizes continuous integration, automation, and rapid solution delivery. The Design Guide indicates that DevOps environments require strong governance over solution identification, development, and build practices.

BAI03 (Managed Solution Identification and Build) directly supports these needs by ensuring that solutions are designed, built, tested, and maintained in a controlled yet agile manner. While change transitioning (BAI07) and operational objectives remain important, DevOps shifts responsibility earlier in the lifecycle toward build and integration activities.

DSS02 and BAI04 focus on operational stability rather than rapid delivery. Therefore, under DevOps, BAI03 becomes a priority management objective to ensure quality, speed, and alignment with business requirements.

The CIO and the program steering committee are responsible for performing a stakeholder satisfaction survey and gathering feedback on lessons learned from the implementation of an EGIT program plan. They play a critical role in ensuring that the feedback is collected systematically and used to improve future initiatives.

References in COBIT 2019 Design and Implementation:

COBIT 2019 Framework: Governance and Management Objectives, MEA04 (Managed Stakeholder Engagement):This objective outlines the importance of engaging stakeholders and gathering their feedback to improve governance and management practices.

COBIT 2019 Implementation Guide, Chapter 5:This chapter highlights the role of senior leadership, including the CIO and the steering committee, in overseeing the implementation of governance programs and ensuring continuous improvement through stakeholder feedback.

By actively gathering and analyzing feedback, the CIO and the program steering committee can identify areas for improvement and ensure that the governance framework remains aligned with stakeholder needs and expectations.

The COBIT 2019 Design Guide defines the "Role of IT" design factor, including the value “Strategic”:

"If the role of IT is strategic, it means that IT is critical to the enterprise's business strategy, directly influencing its success."

Given that technology is critical to achieving the business strategy, the role of IT as "Strategic" is the most appropriate selection.

COBIT® 2019 explicitly states that design factors are context-dependent and must be assessed individually for each enterprise. Although both a military defense contractor and a pharmaceutical company operate in regulated environments, the nature, sources, and impact of threats and compliance requirements differ significantly.

A defense contractor faces geopolitical threats, national security regulations, export controls, and classified information risks. A pharmaceutical company, particularly one engaged in genetic research, faces regulatory scrutiny related to clinical trials, patient safety, intellectual property, and ethical compliance.

The Design Guide emphasizes that enterprises operating in different environments will have different threat profiles and compliance drivers, even if both are highly regulated. This difference directly affects governance priorities, focus areas, and capability requirements.

Therefore, the correct explanation is that the design factors would be very different due to the fundamentally different operating environments.

In the COBIT 2019 implementation lifecycle, the phase where long-term targets should be adjusted based on experience is the evaluation phase, known as "Did we get there?". This phase involves assessing the results of the implemented governance and management practices to determine if the objectives have been met and to identify areas for improvement.

Detailed Explanation with References:

How do we get there? (Option A):

This phase focuses on developing and executing the plan to achieve the governance objectives. It involves identifying the steps, resources, and timeline needed to reach the desired state. While important for planning, this phase is more about action and implementation rather than evaluation and adjustment of long-term targets.

Where are we now? (Option B):

This phase involves assessing the current state of the governance system, identifying gaps, and understanding the baseline. It provides the foundational information needed to plan improvements but does not involve adjusting long-term targets.

What needs to be done? (Option C):

This phase is concerned with identifying the specific actions and initiatives required to address the gaps and achieve the governance objectives. It involves planning and prioritizing activities but not the evaluation and adjustment of long-term targets based on experience.

Did we get there? (Option D):

In this phase, the enterprise evaluates the outcomes of the implemented governance system against the set objectives and targets. It involves assessing whether the desired goals were achieved and analyzing the effectiveness of the governance practices. Based on this evaluation, the organization can adjust long-term targets to better align with practical experience, new insights, and evolving business needs. This phase is critical for continuous improvement and ensuring that the governance system remains relevant and effective over time.

According to the COBIT 2019 Implementation Guide, this phase includes reviewing performance metrics, stakeholder feedback, and lessons learned from the implementation process. These insights are then used to refine and adjust long-term targets to improve future performance and outcomes.

Conclusion:The correct answer isD. Did we get there?. This phase involves evaluating the results of the governance implementation, learning from the experience, and making necessary adjustments to long-term targets to ensure continuous improvement and alignment with the enterprise’s goals.