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The Certified in the Governance of Enterprise IT Exam certification exam covers several key areas, including IT governance framework, strategic alignment, value delivery, risk management, and resource management. It is designed to test an individual's knowledge and understanding of these areas and their ability to apply them in real-world scenarios. CGEIT exam consists of 150 multiple-choice questions, and candidates have four hours to complete the exam.

The CGEIT certification exam is rigorous and requires significant preparation. Candidates are encouraged to take advantage of the resources provided by ISACA, including study materials, training courses, and practice exams. By successfully passing the CGEIT Certification Exam, candidates can demonstrate their commitment to professional development and their ability to effectively manage IT resources to support business objectives.

ISACA CGEIT certification is a valuable credential for professionals who are responsible for the governance and management of IT in organizations. It validates the candidate's expertise in IT governance and demonstrates their commitment to professional development. Certified in the Governance of Enterprise IT Exam certification is globally recognized and highly valued by employers, making it an excellent investment in one's career.

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ISACA Certified in the Governance of Enterprise IT Exam Sample Questions (Q533-Q538):

NEW QUESTION # 533
You are working with your project stakeholders to identify risks within the JKP Project.
You want to use an approach to engage the stakeholders to increase the breadth of the identified risks by including internally generated risk. Which risk identification approach is most suited for this goal?

A. Assumptions analysis
B. SWOT analysis
C. Delphi Technique
D. Brainstorming

Answer: B

NEW QUESTION # 534
An enterprise decides to accept the IT risk of a subsidiary located in another country even though it exceeds the enterprise's risk appetite. Which of the following would be the BEST justification for this decision?

A. Compliance with local regulations
B. Local market common practices
C. Technical gaps among subsidiaries
D. Risk framework alignment

Answer: A

Explanation:
The best justification for the enterprise's decision to accept the IT risk of a subsidiary located in another country even though it exceeds the enterprise's risk appetite would be compliance with local regulations. This is because local regulations may impose different or stricter requirements on the subsidiary's IT operations, such as data protection, cybersecurity, or privacy laws. Compliance with local regulations may be mandatory or beneficial for the subsidiary to operate legally and effectively in the foreign market. Therefore, the enterprise may decide to accept the IT risk of the subsidiary as a trade-off for complying with local regulations and avoiding potential penalties or reputational damage12.
The other options are less convincing than option C, as they do not provide a strong rationale for accepting the IT risk of the subsidiary. Risk framework alignment is the process of ensuring that the subsidiary's IT risk management practices are consistent and compatible with the enterprise's IT risk management framework. While this may help to improve the communication and coordination of IT risk management across the enterprise, it does not justify accepting the IT risk of the subsidiary that exceeds the enterprise's risk appetite. Local market common practices are the norms and standards that prevail in the foreign market where the subsidiary operates. While these may influence the subsidiary's IT risk management decisions, they do not necessarily override the enterprise's risk appetite or strategy. Technical gaps among subsidiaries are the differences or discrepancies in the IT systems, processes, or capabilities of different subsidiaries within the enterprise. While these may pose challenges or risks for the enterprise's IT governance and performance, they do not explain why the enterprise would accept the IT risk of a subsidiary that exceeds its risk appetite.

NEW QUESTION # 535
During an IT strategy review, a new CIO determined that numerous important internal processes have not been updated for several years and should be reexamined. Which of the following would be the BEST approach to address this concern?

A. Implement a process review policy.
B. Verify that the processes are still needed
C. Assemble a project review team
D. Map the processes to a capability maturity model.

Answer: D

Explanation:
The best approach to address the concern of outdated internal processes is to map the processes to a capability maturity model (CMM). A CMM is a framework that describes the levels of maturity and capability of a process, from initial to optimized. Mapping the processes to a CMM can help the CIO to assess the current state and performance of the processes, as well as identify and prioritize the areas for improvement. Mapping the processes to a CMM can also help align the processes with the IT strategy and goals, as well as ensure compliance with standards and best practices. Software Capability Maturity Model (CMM) | IT Governance UK provides an overview of the CMM framework and its benefits.
Implementing a process review policy, assembling a project review team, and verifying that the processes are still needed are also possible steps to take to address the concern of outdated internal processes, but they are not the best approach. Implementing a process review policy is a measure that defines the frequency, scope, criteria, and methods for reviewing and updating the processes. Implementing a process review policy can help ensure the consistency and quality of the process review activities, as well as prevent future obsolescence or inefficiency of the processes. Assembling a project review team is a task that involves selecting and assigning the roles and responsibilities of the people who will conduct or participate in the process review activities.
Assembling a project review team can help ensure the availability and suitability of the resources and skills for the process review activities, as well as facilitate the collaboration and communication among the stakeholders. Verifying that the processes are still needed is a question that evaluates the relevance and value of the processes for the enterprise's objectives and operations. Verifying that the processes are still needed can help eliminate or simplify any unnecessary or redundant processes, as well as optimize or integrate any overlapping or interdependent processes.

NEW QUESTION # 536
The use of new technology in an enterprise will require specific expertise and updated system development processes. There is concern that IT is not properly sourced. Which of the following should be the FIRST course of action?

A. Perform a risk assessment on potential outsourcing.
B. Assess the gap between current and required staff competencies.
C. Update the enterprise architecture (EA) with the new technology.
D. Review the IT balanced scorecard for sourcing opportunities.

Answer: B

Explanation:
The first course of action when the use of new technology in an enterprise will require specific expertise and updated system development processes is to assess the gap between current and required staff competencies. This course of action involves identifying the skills, knowledge, and abilities that are needed to implement and manage the new technology, and comparing them with the existing capabilities of the IT staff. By assessing the gap between current and required staff competencies, the enterprise can determine the extent and nature of the sourcing challenge, and plan for appropriate solutions, such as training, hiring, or outsourcing. According to one source1, "A competency gap analysis is a process of identifying the difference between what is required for a person to perform their role effectively and what they actually possess." The other options are not the first course of action when the use of new technology in an enterprise will require specific expertise and updated system development processes, but rather some of the steps or outcomes that can follow or result from the gap assessment. Performing a risk assessment on potential outsourcing is a step that involves evaluating the benefits and drawbacks of delegating some or all of the IT functions related to the new technology to an external service provider. This step can be done after assessing the gap between current and required staff competencies, and identifying outsourcing as a viable option. Updating the enterprise architecture (EA) with the new technology is a step that involves incorporating the new technology into the holistic view of the enterprise's IT environment, including its goals, principles, standards, policies, processes, technologies, and systems. This step can be done after assessing the gap between current and required staff competencies, and ensuring that the new technology aligns with the enterprise's strategic objectives and business requirements. Reviewing the IT balanced scorecard for sourcing opportunities is an outcome that involves measuring and reporting on the performance and value of IT sourcing activities and outcomes. This outcome can be done after assessing the gap between current and required staff competencies, and implementing the chosen sourcing solution. Reference:= What is Competency Gap Analysis? Definition & Examples

NEW QUESTION # 537
Paul has been asked to complete SWOT analysis for his solution scope. What does
SWOT analysis mean?

A. Strengths, Weaknesses, Opportunities, Time
B. Stakeholder Weaknesses, Organizational Threats
C. Strengths, Weaknesses, Opportunities, Threats
D. Stakeholders Weaknesses, Organization, Threats

Answer: C

NEW QUESTION # 538
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