Isaca Updated CGEIT Exam Questions and Answers by roland

Aligning the program to the business requirements. IT value management is the process of planning, measuring, and optimizing the value delivered by IT to the business. Changing an IT value management program means introducing new or improved methods, tools, or practices to enhance the IT value management process. The best CSF for this change is to align the program to the business requirements, which means ensuring that the program supports the business strategy, goals, and needs, and delivers the expected benefits and outcomes to the business stakeholders12.

The other options are not as effective as aligning the program to the business requirements to use as a CSF for changing an IT value management program. Documenting the process for the board of directors’ approval is a step that may be required for changing an IT value management program, but it does not guarantee that the program will be successful or effective. Adopting the program by using an incremental approach is a strategy that may help to implement the change more smoothly and gradually, but it does not ensure that the change will meet the business expectations or needs. Implementing the program through the enterprise’s change plan is a tactic that may facilitate the coordination and communication of the change across the enterprise, but it does not ensure that the change will align with the business strategy or goals.

References: 1: IT Value Management - Compact3 2: 7 Rules for Demonstrating the Business Value of IT - Gartner

Reviewing the information governance framework should be the CIO’s primary focus before the migration, because it will help the CIO to ensure that the enterprise’s data and applications are secure, compliant, and aligned with the business objectives and policies in the cloud environment. The information governance framework defines the roles, responsibilities, processes, standards, and metrics for managing information assets across the enterprise. It also covers aspects such as data classification, data quality, data protection, data retention, data sovereignty, and data privacy. By reviewing the information governance framework, the CIO can identify the requirements, risks, and gaps that need to be addressed before moving to the cloud. The other options are not as important as reviewing the information governance framework, because they are either dependent on or secondary to it. Selecting best-of-breed cloud offerings is a tactical decision that should be based on the information governance framework and the enterprise architecture. Updating the enterprise architecture repository is a good practice, but not a primary focus before the migration. It can be done after the migration to reflect the changes in the IT landscape. Conducting IT staff training to manage cloud workloads is a necessary step, but not a primary focus before the migration. It can be done in parallel with or after the migration to ensure that the IT staff have the skills and knowledge to operate and optimize the cloud environment. References := Migration environment planning checklist, Practical Guide to Cloud Governance, Governance or compliance strategy

Performing stage-gate reviews throughout the life cycle of each project is the best way to ensure IT investment management processes are fully realizing the benefits identified in business cases. Stage-gate reviews provide structured checkpoints at critical phases of a project, allowing for the evaluation of progress, performance against objectives, and the continued viability and alignment with business goals. This approach enables timely adjustments to be made, ensuring that projects stay on track to deliver the expected benefits. While CIO review and approval, evaluating delegation of authority, and documenting lessons learned are valuable, they do not offer the continuous oversight and opportunity for course correction that stage-gate reviews do.

 Value delivery is the best indicator of the effectiveness of IT governance in an enterprise because it measures how well IT supports the business objectives and creates value for the stakeholders. The other options are important aspects of IT governance, but they are not as comprehensive as value delivery. References := ISACA, CGEIT Review Manual, 7th Edition, Chapter 1: Framework for the Governance of Enterprise IT, Section 1.2: Principles of IT Governance, p. 9.