Free Practice Questions for Exin CITM Exam

Inrisk management, after controls are implemented to mitigate risks, the remaining risk that the organization is willing to accept is calledresidual risk(C). According to frameworks likeISO/IEC 27001andCOBIT, residual risk represents the level of risk that persists after applying controls, deemed acceptable based on the organization’s risk appetite. For example, if a control reduces the likelihood or impact of a threat (e.g., data breach), the remaining exposure is the residual risk, which the organization monitors but does not further mitigate unless necessary.

Reduced risk (A):Not a standard term; implies a general decrease but lacks specificity.

Lowered risk (B):Similar to reduced risk, not a recognized term in risk management frameworks.

Modified risk (D):Implies risk alteration but is not a standard term for post-control risk levels.

Residual risk is a critical concept in risk management, ensuring organizations understand and accept the remaining exposure after mitigation efforts.

Ause caseoruser storydescribes interactions between a user (role) and the system to achieve a specific goal, defining what the system must do. This corresponds to afunctional requirement(A), which specifies the system’s features or capabilities (e.g., “the system shall allow users to submit a return request”). According toSDLCand requirements engineering, functional requirements focus on specific functionalities, as captured in use cases.

Behavioral requirement (B):Not a standard term; it may refer to system behavior but is less specific than functional requirements.

Non-functional requirement (C):Covers performance, scalability, or usability (e.g., response time), not specific user interactions.

Security requirement (D):A subset of non-functional requirements focused on security, not general use case interactions.

The main objective ofvendor management meetingsis toverify if the vendor continues to meet the requirements of the contract, supporting the business processes(C). These meetings, as part ofvendor management frameworks, ensure that the vendor’s performance aligns with contractual obligations, service level agreements (SLAs), and business needs. They involve reviewing service delivery, compliance, and any issues affecting business processes.

Explore improvement programs (A):A secondary goal, as improvements may arise from performance reviews.

Identify possible price increases (B):Price discussions may occur, but they are not the primary focus.

Discuss improvement programs (D):Similar to A, this is a potential outcome but not the main objective.

The main objective of ajob rotation programin anIT organizationis tosupport the long-term continuity of the organization(A). Job rotation ensures that multiple staff members are trained across various roles and tasks, reducing dependency on specific individuals and mitigating risks associated with staff turnover or absences. This approach enhances organizational resilience by creating a flexible, cross-trained workforce capable of maintaining operations, aligning withIT organizationprinciples for workforce planning and business continuity.

Train staff on a range of activities (B):While training is a benefit, it is a means to achieve continuity, not the primary objective.

Increase staff job satisfaction (C):Job satisfaction may be a secondary benefit, but it’s not the main goal in an IT context.

Allow staff a diversity in responsibilities (D):Diversity in tasks is a byproduct, not the primary focus, which is organizational continuity.

According tohuman resource managementframeworks, job rotation is a strategic tool for ensuring operational stability, particularly in IT environments where specialized skills are critical.

The most important reason for areference checkinvendor selectionis toindependently verify and validate a vendor’s claim(A). Reference checks involve contacting the vendor’s previous or current clients to confirm claims about performance, reliability, and service quality, ensuring the vendor can meet contractual obligations. This aligns withvendor management best practicesto mitigate risks by validating vendor credibility.

Verify products by other customers (B):Too narrow; reference checks focus on overall performance, not just products.

Obtain financial information (C):Financial data is obtained through financial due diligence, not reference checks.

Identify customers not mentioned (D):Not a primary goal; the focus is on validating provided references.

When implementing a new system, the customer’s concern about a large impact on the user base suggests the need for a low-risk, controlled adoption strategy. Inapplication management, theparalleladoption approach (B) involves running both the old and new systems simultaneously for a period, allowing users to transition gradually while ensuring the new system functions correctly. This minimizes disruption, as the old system remains operational as a fallback if issues arise with the new system.

Big bang (A):This approach involves switching entirely to the new system at once, which is high-risk and likely to cause significant disruption, especially for a concerned user base. It’s unsuitable here due to the potential for widespread impact.

Coordinated (C):This is not a standard term in application deployment strategies. It may imply a managed transition but lacks the specificity of parallel or phased approaches.

Phased (D):This involves rolling out the new system incrementally (e.g., by department or module), which reduces risk but doesn’t provide the same level of safety as parallel, where both systems run concurrently to ensure continuity.

Theparallelapproach is ideal for mitigating risks during a critical system transition, as it allows validation of the new system’s performance while maintaining business continuity. According toITILorSDLCframeworks, parallel adoption is often recommended for mission-critical systems to ensure stability and user acceptance.

A high failure rate of changes duringPost Implementation Review (PIR)inITIL’s change management process suggests a deficiency in theassessment and evaluation of change requests(A). Proper assessment involves analyzing risks, impacts, and feasibility before approving changes. If this step is inadequate (e.g., overlooking conflicts or underestimating impacts), changes are more likely to fail, as they may not align with objectives or be poorly planned.

Insufficient resources (B):May cause delays but is less directly tied to failed objectives compared to poor assessment.

CAB meetings not taking place (C):The CAB reviews changes, but the scenario doesn’t indicate meetings are absent; poor assessment can occur even with CAB involvement.

Insufficient budget (D):May limit implementation but is less likely the primary cause of failed objectives.

For a government system handling land title transfers, the key requirements arespeed of transmissionandprivacy. Aprivate blockchainis most suitable because it restricts access to authorized participants, ensuring privacy and confidentiality of sensitive data such as land ownership records. Private blockchains are controlled by a single organization or a limited group, allowing faster transaction processing compared to public blockchains, which require consensus from a large, decentralized network. This aligns with the need for quick and secure transactions in a controlled environment.

Public blockchains (B) are open to anyone, which compromises privacy for sensitive government data. Community blockchain (A) is not a standard term in blockchain technology, and consortium blockchains (D), while involving multiple organizations, are less suitable for a single government entity needing full control.

In a fast-changing business environment, aChange Manager(D) is responsible for guiding the change process in a controlled manner. According toITIL, the Change Manager oversees the change management process, ensuring that changes to IT services or infrastructure are assessed, approved, and implemented with minimal disruption to business operations. This role is critical when rapid business changes require structured control to maintain stability and alignment with organizational goals.

Risk Manager (A):Focuses on identifying and mitigating risks, not directly managing change processes.

Service Level Manager (B):Ensures service levels meet agreed standards, focusing on service delivery rather than change control.

Business Relationship Manager (C):Manages relationships with business stakeholders to align IT services with needs, not specifically change processes.

The Change Manager’s role, as defined in ITIL’s change management framework, is essential for controlling the pace and impact of changes in a dynamic environment.