Free Practice Questions for Isaca CGEIT Exam

 Information architecture (IA) is the practice of structuring and presenting the parts of something — whether that’s a website, mobile app, blog post, book, or brick-and-mortar store — to users so that it’s easy to understand. IA can help users find information and complete tasks1.

An enterprise that has ineffective information architecture may suffer from poor business decisions, because it may not be able to access, analyze, or use the data and information that are relevant, accurate, consistent, and timely for decision making. Poor business decisions can lead to negative consequences, such as losing customers, market share, revenue, or competitive advantage, or facing legal, financial, reputational, or operational risks23.

Some examples of how ineffective information architecture can impact business decisions are:

If the enterprise’s website has a confusing or inconsistent navigation system, users may not be able to find the information they need or want, such as product details, prices, reviews, or contactinformation. This can result in lower customer satisfaction, engagement, conversion, and retention14.

If the enterprise’s data is stored in multiple systems or platforms that are not integrated or interoperable, users may not be able to access or share the data across different departments or functions. This can result in data silos, duplication, inconsistency, or incompleteness25.

If the enterprise’s data is not labeled or categorized properly, users may not be able to search or filter the data effectively. This can result in data overload, irrelevance, or obscurity25.

If the enterprise’s data is not governed or managed properly, users may not be able to trust or verify the data quality or integrity. This can result in data errors, inaccuracies, or biases25.

Therefore, an enterprise that has ineffective information architecture may have poor business decisions as its greatest impact. References: Information Architecture Basics | Usability.gov. The Importance of Information Architecture to UX Design. How Enterprise Architecture Can Help You Eliminate Technical Debt. What Is Information Architecture & Why Does It Matter? - HubSpot Blog. Why Do We Need Information Architecture - Architecture.

The IT program manager should first obtain confirmation from the business and a decision by the steering committee before proceeding with the requirement change request. This is because the requirement change request is a major scope change that will affect the program budget, schedule, quality, and risk. The IT program manager needs to ensure that the business owner and the steering committee are aware of the implications and benefits of the change, and that they approve it formally. The IT program manager also needs to follow the established change management process and document the change request and its approval.

Requesting additional funding from the business owner to cover the additional scope is not the first step, as it assumes that the change request is already approved and justified. The IT program manager should first seek confirmation and approval from the business owner and the steering committee before asking for more resources.

Reporting the matter to internal audit as a program deviation to be reviewed is not the first step, as it implies that the change request is a violation or a problem. The IT program manager should first communicate with the business owner and the steering committee to understand their rationale and expectations for the change request, and to present the impact analysis and alternatives.

Aligning IT with the business and agreeing to the business request is not the first step, as it disregards the role and authority of the steering committee. The IT program manager should not accept or reject the change request without consulting with the steering committee, which is responsible for overseeing and governing the program.

References := Program Management Best Practices | Smartsheet, Best Practices for Running an Ongoing Program section. Program Management: 8 Tips & Tricks for Success (Update 2023), Tip 2: Defining the control processes section. Program Management Best Practices - Project Management Institute, Comprehend the differences between programs and projects section.

The CIO communicating why IT governance is important to the enterprise is the best way to increase the likelihood of its success, as it helps to create awareness, understanding, and buy-in from the stakeholders and staff involved in the IT governance program. The CIO can also communicate the benefits, objectives, and expectations of the IT governance program, and how italigns with the enterprise strategy and vision123. References := CGEIT Exam Content Outline, Domain 1, Subtopic A: Governance Framework, Task 3: Ensure that stakeholder needs, conditions and options are evaluated to determine balanced, agreed-on enterprise objectives to be achieved; setting direction through prioritization and decision making; and monitoring performance and compliance against agreed-on direction and objectives.

When implementing an IT governance framework, it is important to consider the effects of enterprise culture on the acceptance and adoption of the framework. Enterprise culture is the set of values, beliefs, norms, and behaviors that shape how an organization operates and interacts with its stakeholders. A mismatch between the IT governance framework and the enterprise culture can lead to resistance, conflict, or failure of the framework. Therefore, it is best to factor in the effects of enterprise culture and tailor the framework to suit the specific context and needs of the organization. The other options are not the best way to ensure acceptance of the framework, but rather some of the factors that can influence the design and implementation of the framework. Using subject matter experts, industry-accepted practices, and complying with regulatory requirements can help to ensure the quality, relevance, and compliance of the framework, but they do not necessarily guarantee its acceptance by the organization. References := ISACA, CGEIT Review Manual, 27th Edition, 2020, page 12; Implementing Good Governance Principles for the Public Sector in Information Technology Governance Frameworks

The best way to ensure the continued usefulness of IT governance reports for stakeholders is to establish a standard process for providing feedback. This means that the organization should define and communicate the purpose, scope, format, frequency, and distribution of the IT governance reports, and solicit input from the stakeholders on how well the reports meet their information needs and expectations. The feedback process should also include mechanisms for collecting, analyzing, and acting on the feedback, as well as reporting back to the stakeholders on the changes made or planned. This will help to ensure that the IT governance reports are relevant, accurate, timely, and consistent, and that they support the decision-making and accountability of the stakeholders

 An architecture exception process is a mechanism to handle requests for deviations from the established IT architecture policies or standards. It allows the enterprise to evaluate the business case, risks, benefits, and alternatives of implementing a system that uses a technology that is not in line with its IT strategy. It also enables the enterprise to define the conditions, limitations, and timelines for granting or denying the exception. According to one of the web search results1, “requests for exceptions to any architectural policy or standard use this process” and “the decision may include a deadline for removing the need for the exception, constraints on future projects, or similar terms.” Addressing the situation as part of an architecture exception process is the best way to manage it within an IT governance framework, as it provides a structured andtransparent way to balance the business needs and the IT alignment. Updating the IT strategy to align with the new technology, initiating an operational change request, or rejecting based on non-alignment are not the best ways to manage the situation within an IT governance framework. They are more likely to be either too rigid or too reactive, and may not consider the trade-offs or implications of the decision..

 References:

CGEIT Review Manual 2021, Chapter 1: Governance of Enterprise IT, Section 1.4: Value Delivery, page 231

CGEIT Review Questions, Answers & Explanations Manual 2021, Question 9, page 82

A Matrixed Approach to Designing IT Governance - MIT Sloan Management Review3

Enterprise Architecture Governance | The Definitive Guide - LeanIX4

Architecture Review Board Exception Process - Minnesota’s State Portal5

A policy is a document that defines the rules and guidelines for how an organization conducts its activities and operations. A policy can help to ensure the compliance, consistency, and quality of the organization’s performance and outcomes1. A policy typically consists of several components, such as purpose, scope, terms and definitions, roles and responsibilities, procedures, compliance, and review2.

From a governance perspective, one of the most important components of a policy is roles and responsibilities, because it clarifies who is accountable and responsible for implementing, enforcing, monitoring, and improving the policy. Roles and responsibilities can help to establish the authority, accountability, and communication among different stakeholders involved in the policy, such as the board of directors, senior management, business units, IT staff, customers, regulators, etc. Roles and responsibilities can also help to avoid confusion, duplication, or conflict of work among the stakeholders3 .

The governance of enterprise IT (GEIT) is the system by which the current and future use of IT is directed and controlled by an organization. GEIT aims to ensure that IT supports the organization’s strategy and objectives, delivers value and benefits, manages risks and resources, and measures performance and outcomes. GEIT requires a clear definition of roles and responsibilities for the IT governance policies, processes, structures, and relationships. Some of the common roles and responsibilities involved in GEIT are:

The board of directors: provides strategic direction, oversight, and approval for IT governance

The senior management: provides leadership, support, and guidance for IT governance

The business units: provide input, feedback, and collaboration for IT governance

The IT function: provides execution, delivery, and improvement for IT governance

The audit function: provides assurance, evaluation, and recommendation for IT governance

The external stakeholders: provide requirements, expectations, and compliance for IT governance References: What is a Policy? Definition & Examples. Policy Components: Definition & Examples. Roles & Responsibilities in Policy Development. [Policy Development: Roles & Responsibilities]. [What is IT Governance? Definition & Frameworks]. [IT Governance Roles & Responsibilities]. [Roles & Responsibilities in IT Governance].

The role that has primary accountability for the security related to data assets is the data owner. A data owner is a person who is generally in a senior company position, responsible for the categorization, protection, usage, and quality of one or more data sets1. The data owner must ensure that the information within their domain is correctly maintained across various platforms and business processes, and that it is secured from unauthorized access and misuse2. The data owner also has the authority to grant or revoke access rights to the data, and to define and enforce data security policies and standards3. Therefore, the data owner is the primary accountable role for the security related to data assets. References: Data Owners vs. Data Stewards vs. Data Custodians - CPO Magazine2, CISSP domain 2: Asset security - Infosec Resources

The most important factor to effectively initiate IT-enabled change is to obtain top management support and ownership. This is because top management can provide the vision, direction, resources, and authority for the change, as well as communicate the benefits and urgency of the change to the rest of the organization. Top management support and ownership can also help to overcome resistance, align stakeholders, and ensure accountability and governance for the change. According to a McKinsey survey1, having active and visible executive sponsorship is the most important practice for successful digital transformations.

Establishing a change management process is also important, but not the most important factor. A change management process can help to plan, execute, monitor, and control the change activities, as well as address the human side of the change. However, without top management support and ownership, a change management process may not be effective or sustainable.

Ensuring compliance with corporate policy is also important, but not the most important factor. Compliance with corporate policy can help to ensure that the change is consistent with the organization’s values, standards, and regulations, as well as avoid legal or ethical issues. However, compliance with corporate policy may not be sufficient or relevant for initiating IT-enabled change, especially if the policy is outdated or incompatible with the change objectives.

Benchmarking against best practices is also important, but not the most important factor. Benchmarking against best practices can help to identify gaps, opportunities, and solutions for improving the organization’s performance and competitiveness through IT-enabled change. However, benchmarking against best practices may not be applicable or feasible for initiating IT-enabled change, especially if the change is innovative or disruptive.

References := The Magic Bullet Theory in IT-Enabled Transformation, Introduction section. The keys to a successful digital transformation | McKinsey, The anatomy of digital transformations section. Best Practices in Change Management - Prosci, Introduction section.

 Exercising the right to perform an audit is the best way to assess compliance and avoid reputational damage when outsourcing key IT services to third-party providers, especially in a highly regulated industry like healthcare. An audit is a systematic and independent examination of the provider’s policies, procedures, controls, and performance related to the outsourced IT services, and it can help to verify that the provider is complying with the contractual obligations, service level agreements, and regulatory requirements. An audit can also help to identify and address any gaps, issues, or risks that may affect the quality, security, or reliability of the outsourced IT services, and to ensure that the provider is delivering value and meeting the expectations of the enterprise. An audit can also provide assurance and confidence to the enterprise’s senior management, board, and stakeholders that the outsourcing arrangement is effective, efficient, and compliant. According to Outsourcing Compliance: What You Need to Know, “The right to audit clause should be included in every contract with a third-party service provider. It allows the organization to conduct an independent review of the provider’s compliance with applicable laws and regulations, contractual terms and conditions, and industry standards and best practices.”

Implementing a review and approval process for each phase would best help to improve an enterprise’s ability to manage large IT investment projects. This is because a review and approval process can help to ensure that the project is aligned with the business objectives, scope, budget, schedule, quality, and risk criteria at each stage of the project life cycle. A review and approval process can also help to monitor the project progress, performance, and deliverables, as well as identify and resolve any issues or changes that may arise. A review and approval process can also provide transparency, accountability, and governance for the project stakeholders and decision-makers.

Creating a change management board is not the best answer, as it is only one aspect of a review and approval process. A change management board is a group of people who are responsible for reviewing, approving, or rejecting change requests that affect the project scope, schedule, cost, or quality. A change management board is important for managing changes in a project, but it is not sufficient or comprehensive for managing large IT investment projects.

Reviewing and evaluating existing business cases is not the best answer, as it is only a preliminary step in a review and approval process. A business case is a document that provides the justification and rationale for initiating a project, based on the expected costs, benefits, risks, and value of the project. Reviewing and evaluating existing business cases can help to select and prioritize the most viable and valuable projects for the enterprise, but it is not enough or relevant for managing large IT investment projects.

Publishing the IT approval process online for wider scrutiny is not the best answer, as it is only a communication method for a review and approval process. Publishing the IT approval process online can help to increase the visibility, awareness, and understanding of the project requirements, criteria, and procedures among the project stakeholders and participants. Publishing the IT approval process online can also help to solicit feedback, suggestions, or concerns from the wider audience. However, publishing the IT approval process online does not necessarily improve the enterprise’s ability to manage large IT investment projects.

References := IT Portfolio Management Strategies | Smartsheet, Managing an IT portfolio requires four steps section. Best Practices in Project Management | Smartsheet, Establish ground rules for how the project will move forward section. Government of Canada project management - Canada.ca, These practices include establishing clear accountabilities section. IT Project Management: Concepts, Solutions & Best Practices, What is Integrated Project Management (IPM)? section. 16 Industry Experts Share Best Practices For IT Project Management - Forbes, 1. Limit Work In Progress section.

The first governance action for implementing a BYOD program should be to assess the BYOD risk. This is because BYOD introduces various security, legal, and operational risks to the enterprise, such as data loss or leakage, unauthorized access, malware infection, compliance violation, device management, and user privacy. Assessing the BYOD risk can help to identify and evaluate the potential threats, vulnerabilities, and impacts of allowing employees to use personal devices for email. Assessing the BYOD risk can also help to determine the appropriate controls and mitigation strategies to reduce the risk to an acceptable level.

Assessing the enterprise architecture (EA) is not the first governance action, as it is a subsequent step after assessing the BYOD risk. EA is a framework that defines the structure, components, relationships, and principles of the enterprise’s IT environment. Assessing the EA can help to ensure that the BYOD program aligns with the enterprise’s vision, strategy, goals, and standards. However, assessing the EA does not address the specific risks associated with BYOD.

Updating the network infrastructure is not the first governance action, as it is an implementation step after assessing the BYOD risk and EA. Updating the network infrastructure can help to enhance the performance, reliability, scalability, and security of the network that supports the BYOD program. However, updating the network infrastructure does not provide a comprehensive risk assessment or governance framework for BYOD.

Updating the BYOD policy is not the first governance action, as it is a result of assessing the BYOD risk and EA. A BYOD policy is a document that defines the rules, guidelines, and responsibilities for employees who use personal devices for email. Updating the BYOD policy can help to communicate the expectations and requirements for BYOD users and enforce compliance and accountability. However, updating the BYOD policy does not provide a thorough risk analysis or architectural alignment for BYOD.

References := BYOD Best Practices - JumpCloud, Assessing your needs section. End user device security for Bring-Your-Own-Device (BYOD) deployment models - ITSM.70.003 - Canadian Centre for Cyber Security, 1 Introduction section. BYOD Policy Best Practices: The Ultimate Checklist - Scalefusion, Introduction section. The Ultimate Guide to BYOD Security: Definition & More - Digital Guardian, The Challenges of BYOD Security section.

 According to the web search results, the primary benefit of communicating the IT strategy across the enterprise is to reduce organizational resistance during strategy execution. This is because communication can help to create a shared understanding and vision of the IT strategy, and to foster trust and commitment among the stakeholders. Communication can also help to address the concerns and expectations of different groups, and to overcome the barriers and challenges that may arise during the implementation of the IT strategy1. The other options are less important than option D, as they are not directly related to communication, but rather to other factors such as project management, performance measurement, and investment optimization. References :=

How to Communicate Your Company’s Strategy Effectively

An information governance framework is the structure that provides a holistic overview of the influences that inform how an organisation creates and manages its enterprise-wide information assets (records, information and data)1. It defines the roles, responsibilities, policies, standards, and processes for ensuring effective and secure information management. If a new and expanding enterprise has collected a large amount of data in a short period of time, it may face data breach and privacy risks if it does not have a robust and comprehensive information governance framework in place. Therefore, the IT steering committee’s first course of action should be to assess the current state of the information governance framework, identify any gaps or weaknesses, and implement improvements or changes as needed. This will help the enterprise to protect and preserve its information assets, comply with legal and regulatory requirements, and enable ethical and efficient use of information. Mitigating and tracking data-related issues and risks, modifying legal and regulatory data requirements, and defining data protection and privacy practices are important actions, but they are not the first course of action. They are more likely to be part of the implementation or improvement of the information governance framework after it has been assessed. References := Establishing an information governance framework

The responsibility that should be retained within an enterprise when outsourcing a project management office (PMO) function is selecting projects. This is because selecting projects is a strategic decision that involves aligning the project portfolio with the enterprise goals, vision, and mission. Selecting projects also requires understanding the business needs, priorities, and value proposition of each project, as well as the available resources, risks, and opportunities. These are aspects that the enterprise should have more knowledge and authority over than theoutsourced PMO provider. Outsourcing the project selection process may result in a loss of control, alignment, and accountability for the enterprise. Therefore, selecting projects is a responsibility that should be retained within an enterprise when outsourcing a PMO function.