Isaca Updated CGEIT Exam Questions and Answers by imani

 Effective IT governance is the process of ensuring that IT supports the achievement of the organization’s goals and objectives, and delivers value to its stakeholders1. IT governance involves aligning the IT strategy, policies, processes, and resources with the business strategy, needs, and expectations2. Therefore, the BEST evidence of effective IT governance is business value and customer satisfaction. Business value is the measure of the benefits and outcomes that IT provides to the organization, such as increased revenue, reduced costs, improved efficiency, enhanced innovation, or competitive advantage3. Customer satisfaction is the measure of the quality and performance of IT services and products, as perceived by the internal and external customers of the organization, such as employees, partners, suppliers, or end-users. By demonstrating business value and customer satisfaction, IT governance can show that IT is aligned with and supports the business goals and objectives.

The other options are not as good as option B. While cost savings and human resource optimization, IT risk identification and mitigation, and comprehensive IT policies and procedures are important aspects of IT governance, they are not sufficient to demonstrate effective IT governance. They are rather means to achieve the end goal of delivering business value and customer satisfaction. They do not necessarily reflect the extent to which IT supports the achievement of the organization’s goals and objectives. References :=

• What is IT Governance? Definition & Examples | ASQ2
• What is IT governance? A formal way to align IT & business strategy1
• How to Measure the Value of an IT Investment - TechSoup3
• Measuring Customer Satisfaction in Information Technology Services - ISACA

The first step for the IT steering committee to review proposals for projects that implement emerging technologies is to understand how the emerging technologies will influence risk across the enterprise. Emerging technologies are new or evolving technologies that have the potential to create significant value or disruption for the enterprise, such as artificial intelligence, blockchain, cloud computing, etc. Emerging technologies can also introduce new or increased risks, such as security, privacy, compliance, ethical, operational, strategic, etc. Therefore, the IT steering committee should understand the nature, scope, and impact of these risks, and how they affect the enterprise’s risk appetite, tolerance, and profile. By understanding the risk implications of emerging technologies, the IT steering committee can evaluate the proposals more effectively and objectively, and ensure that they align with the enterprise’s strategy, goals, and governance framework. According to ISACA’s CGEIT Domain 4: Risk Optimization1, “the enterprise should identify and assess the risks associated with emerging technologies and their potential impact on the enterprise’s objectives and performance.” Furthermore, according to ISACA’s article on Emerging Tech Risk2, “the IT steering committee should have a clear understanding of the risk landscape of emerging technologies and how they affect the enterprise’s risk posture and appetite.” Therefore, understanding how the emerging technologies will influence risk across the enterprise is the best first step for the IT steering committee to review proposals for projects that implement emerging technologies. References:

• Emerging Tech Risk - ISACA
• IT Governance: Definitions, Frameworks and Planning - ProjectManager
• What is IT governance? A formal way to align IT & business strategy | CIO
• CGEIT Domain 4: Risk Optimization

Process owners are the individuals or groups who are responsible for the design, execution, and improvement of a business process. Process owners have a deep understanding of the business needs, goals, and challenges that the process aims to address. By involving process owners in requirements gathering, the CIO can ensure that the IT enterprise roadmap meets the business requirements and expectations, and that the IT solutions align with the business processes and outcomes. Process owners can also provide valuable feedback and insights on the feasibility, usability, and effectiveness of the IT solutions, and help to prioritize and validate the IT initiatives and deliverables. References: CGEIT Exam Content Outline | ISACA1, CGEIT Review Manual (Digital Version), Definitive Guide to Developing an IT Strategy and Roadmap - CioPages2, What is a Process Owner? | Lean Six Sigma Group3

When preparing a new IT strategic plan for board approval, the MOST important consideration is to ensure the plan identifies roles and responsibilities that link to IT objectives. A well-defined IT strategic plan should clearly articulate the vision, mission, goals, and objectives of the IT function, as well as the strategies and actions to achieve them1. However, without assigning roles and responsibilities to the relevant stakeholders, the plan may lack accountability, ownership, and alignment2. Therefore, it is crucial to identify who is responsible for what, how they will collaborate and communicate, and how they will be measured and rewarded3. This can help to ensure the successful execution and monitoring of the IT strategic plan, as well as the alignment with the business strategy and expectations4.

The other options are not as important as option A. While it is useful to have specific resourcing requirements, frameworks, and implications of the strategy on the procurement process, these are more operational and tactical aspects that can be determined later in the implementation phase. They are not essential for the board approval of the IT strategic plan, which should focus more on the strategic direction and value proposition of the IT function. References :=

• How to Write an Information Technology (IT) Business Proposal | Examples1
• The Role of Board Approval in the Strategic Planning Process - Veralon2
• How To Get The Board To Say Yes - Gartner3
• The Board’s Role in Strategy | WATSON4
• Overseeing strategy: A framework for boards of directors - CPA Canada