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Latest CGEIT Dumps Free - Reliable CGEIT Dumps Files

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The Certified in the Governance of Enterprise IT (CGEIT) exam is a globally recognized certification designed for IT professionals who are involved in the governance, management and assurance of enterprise IT. CGEIT exam is conducted by the Information Systems Audit and Control Association (ISACA) and is considered as one of the most prestigious certifications in the field of IT governance. The CGEIT certification demonstrates that the certified professional has a deep understanding of the principles and practices of IT governance and can provide valuable insights to enterprise IT management.

The CGEIT Certification Exam is an excellent choice for IT professionals who want to advance their careers in IT governance, risk management, and compliance. Certified in the Governance of Enterprise IT Exam certification is globally recognized and highly valued by employers, making it a worthwhile investment for individuals who want to stand out in the competitive job market.

ISACA Certified in the Governance of Enterprise IT Exam Sample Questions (Q661-Q666):

NEW QUESTION # 661
An enterprise's global IT program management office (PMO) has recently discovered that several IT projects are being run within a specific region without knowledge of the PMO. The projects are on time, on budget, and will deliver the proposed benefits to the specific region. Which of the following should be the PRIMARY concern of the PMO?

A. Lack of control and impact to the overall PMO budget
B. Projects may not follow system development life cycle (SDLC)
C. Inability to reduce the impact to the risk level of the global portfolio

Answer: C

Explanation:
According to the CGEIT exam guide, a global IT program management office (PMO) is responsible for overseeing and coordinating the IT projects and programs across the enterprise, ensuring alignment with the enterprise's strategy, objectives and governance framework. A PMO also helps to identify, assess, monitor and mitigate the risks associated with IT projects and programs, and to optimize the benefits and value delivered by IT investments. Therefore, the primary concern of the PMO should be the inability to reduce the impact to the risk level of the global portfolio, as this could jeopardize the overall performance and success of the enterprise's IT initiatives. If several IT projects are being run within a specific region without knowledge of the PMO, this could create potential risks such as duplication of efforts, lack of integration, inconsistency of standards and practices, misalignment of expectations and requirements, and conflicts of interests or resources.
These risks could negatively affect the quality, efficiency and effectiveness of the IT projects and programs, as well as their alignment with the enterprise's strategy, objectives and governance framework. The PMO should be aware of all IT projects and programs within the enterprise, and ensure that they follow a consistent and transparent process of planning, execution, monitoring and control. The PMO should also ensure that the IT projects and programs are aligned with the enterprise's risk appetite and tolerance, and that they are regularly assessed for their risks, benefits and value. References: CGEIT Exam Candidate Guide, page 14. CGEIT Certification, The Role of Program Management Offices (PMOs) in Driving Business Strategy Execution

NEW QUESTION # 662
Which of the following represents the GREATEST challenge to implementing IT governance?

A. Applying behavioral change management
B. Developing a business case
C. Determining the best practice to follow
D. Planning the project itself

Answer: A

NEW QUESTION # 663
Which of the following has the GREATEST impact on the design of an IT governance framework?

A. Business leadership
B. Resource allocation
C. IT performance metrics
D. Business risk

Answer: D

Explanation:
Business risk has the greatest impact on the design of an IT governance framework, as it determines the level of control, oversight, and alignment that is required for the IT function to support the business objectives and mitigate the potential threats and vulnerabilities. Business risk is influenced by various factors, such as the industry, market, customer, competitor, regulatory, and environmental context of the enterprise. Therefore, the IT governance framework should be tailored to suit the specific risk profile and appetite of the enterprise, and to address the key risk areas and scenarios that could affect the business performance and value. According to COBIT 2019, one of the design factors that can influence the design of an enterprise's governance system is the risk profile1. This design factor reflects the degree of risk exposure and tolerance that the enterprise has in relation to its use of information and technology1. The risk profile can be assessed by considering various aspects, such as the likelihood and impact of risk events, the sources and types of risks, the risk appetite and thresholds, the risk management capabilities and maturity, and the risk culture and awareness1. Based on the risk profile, the enterprise can decide on the appropriate governance objectives, components, enablers, practices, and activities that are needed to manage and mitigate the risks effectively1.
The other options, IT performance metrics, resource allocation, and business leadership, are also important for the design of an IT governance framework, but they are not as impactful as business risk. IT performance metrics are used to measure and monitor the effectiveness and efficiency of the IT function in delivering value to the business2. Resource allocation is a process that optimizes the use of IT resources across multiple programs and projects in alignment with the business goalsand priorities3. Business leadership is a role that provides strategic direction, guidance, and support for the IT function in achieving its objectives4. However, these factors are more related to the implementation and execution of the IT governance framework, rather than its design. They are also influenced by the business risk factor, as they depend on the level of risk exposure and tolerance that the enterprise has. References := IT Governance: Definitions, Frameworks and Planning - ProjectManager, Resource Allocation Done Right: Best Practices for 2022 & Beyond, The Role of Business Leadership in Effective IT Governance, COBIT Design Factors: A Dynamic Approach to Tailoring Governance in ... - ISACA

NEW QUESTION # 664
A newly hired CIO has been told the enterprise has an established IT governance process, but finds it is not being followed. To address this problem, the CIO should FIRST

A. gain an understanding of the existing governance process and corporate culture.
B. establish personal relationships with executive-level peers to leverage goodwill,
C. engage audit to review current governance processes and validate the ClO's concerns.
D. replace the current governance process with one the CIO has successfully used before.

Answer: A

Explanation:
The first step for the newly hired CIO to address the problem of IT governance process not being followed is to gain an understanding of the existing governance process and corporate culture. This will help the CIO to identify the root causes of the problem, such as lack of awareness, commitment, alignment, communication, or accountability. It will also help the CIO to assess the strengths and weaknesses of the current process, as well as the opportunities and threats for improvement. By understanding the existing governance process and corporate culture, the CIO can also build trust and rapport with the stakeholders, and tailor the solutions to fit the specific needs and context of the enterprise. Reference: CGEIT Review Manual (Digital Version) or CGEIT Review Manual (Print Version), Chapter 1: Governance of Enterprise IT, Section 1.2: IT Governance Implementation, Subsection 1.2.1: IT Governance Implementation Process, Page 27-28. What is CGEIT? A certification for seasoned IT governance professionals.

NEW QUESTION # 665
Marsha is the project manager of the NHQ Project. There's a risk that her project team has identified, which could cause the project to be late by more than a month. Marsha does not want this risk event to happen so she devises extra project activities to ensure that the risk event will not happen. The extra steps, however, will cost the project an additional $10,000. What type of risk response is this approach?

A. Mitigation
B. Transference
C. Exploiting
D. Enhancing

Answer: A

Explanation:
Section: Volume A

NEW QUESTION # 666
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