Download Certified in the Governance of Enterprise IT.CGEIT.VCEplus.2025-03-10.203q.vcex

This is because employee engagement is a key factor for the success of any change initiative, especially one that involves governance.Employee engagement refers to the degree of commitment, involvement, and ownership that employees have toward the organization and its goals1. By designing the implementation plan to engage employees across the enterprise, the organization can:Communicate the vision, purpose, and benefits of the new governance initiative to employees2Solicit feedback and suggestions from employees on how to implement the new governance initiative effectively2Address any concerns or resistance that employees may have toward the new governance initiative2Empower and motivate employees to participate in and support the new governance initiative2Foster a culture of collaboration, learning, and innovation among employees2Designing the implementation plan to engage employees across the enterprise can help to ensure that the new governance initiative is understood, accepted, and adopted by all stakeholders, and that it delivers the desired outcomes and value.The other options, staff have been trained on the new initiative, external consultants created the plan, and the plan assigns responsibility for completing milestones are not as indicative as the plan is designed to engage employees across the enterprise for the success of the implementation plan for a new governance initiative. They are more related to the execution and management of the implementation plan, rather than its design and alignment.They may also not be sufficient or effective for ensuring the success of the implementation plan, as they may not address the human and behavioral aspects of change, such as awareness, understanding, involvement, commitment, and ownership3.Reference:=Employee Engagement: What Is It? | SHRM,How To Engage Employees In Organizational Change | Forbes,Change Management Best Practices: A Comprehensive Guide | Smartsheet

This is because calibrating and scaling delivery of IT services means adjusting and optimizing the IT service portfolio, processes, and resources to meet the changing and diverse needs and expectations of the business1. By following this approach, the large enterprise can:Align IT services with business strategy, objectives, and priorities1Enhance IT service quality, efficiency, and effectiveness1Improve IT service agility, flexibility, and responsiveness1Reduce IT service costs, risks, and waste1Increase IT service value, satisfaction, and innovation1 Calibrating and scaling delivery of IT services can help the large enterprise revamp its IT services in a way that supports and enables the business success.The other options, addressing gaps within the management of IT-related risk, focusing on business innovation through knowledge, expertise, and initiatives, and adhering to on-time and on-budget IT service delivery are not as appropriate as calibrating and scaling delivery of IT services for a large enterprise to follow when revamping its IT services. They are more related to specific aspects or outcomes of IT service management, rather than a holistic and strategic approach. They may also be too narrow or rigid for a large enterprise that needs to adapt and evolve its IT services to the dynamic and complex business environment. They may not address the full scope or potential of IT service improvement and transformation.

This is because moving all IT applications to an external SaaS cloud provider means that the organization is outsourcing the development, deployment, maintenance, and operation of its IT applications to a third-party vendor.This implies that the organization is relinquishing some control and ownership over its IT applications, and relying on the vendor to provide the required functionality, performance, quality, and security1. Therefore, the organization needs to shift its focus from delivering IT services internally to managing IT services externally.This involves the following activities2:Establishing and maintaining a clear and comprehensive contract or service level agreement (SLA) with the SaaS vendor that defines the roles, responsibilities, expectations, and outcomes of both parties2Monitoring and measuring the SaaS vendor's compliance with the contract or SLA, and ensuring that the vendor meets the agreed service levels, standards, and metrics2Communicating and collaborating with the SaaS vendor regularly, and resolving any issues, conflicts, or changes that may arise during the service delivery2Evaluating and improving the effectiveness and efficiency of the SaaS vendor's service delivery, and identifying and implementing any opportunities for innovation or optimization2Managing the risks and challenges associated with outsourcing IT services to a SaaS vendor, such as data privacy, security, availability, compatibility, integration, dependency, cost, and performance issues2The shift from service delivery to service management can have a significant impact on the IT governance framework, processes, policies, and practices of the organization. It can also affect the IT skills, roles, and responsibilities of the IT staff and stakeholders.Therefore, the organization needs to adapt and adjust its IT governance approach accordingly to ensure that it can effectively oversee and optimize its IT services in a SaaS environment3.The other options, the integration of the IT department with business lines, the improvement of IT service alignment with business, and the necessity to update key risk indicators (KRIs) are not as significant as the shift from service delivery to service management for moving all IT applications to an external SaaS cloud provider from an IT governance perspective. They are more related to the outcomes or consequences of moving to a SaaS environment, rather than the impact or change itself. They may also not be unique or specific to a SaaS environment, as they may apply to other types or models of IT service delivery as well.