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

Vendor: ISACA
Exam Code: CGEIT
Exam Name: Certified in the Governance of Enterprise IT
Date: Mar 10, 2025
File Size: 110 KB
Downloads: 1

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Question 1
Which of the following IT governance practices would BEST support IT and enterprise strategic alignment?
  1. An IT communication plan is continuously updated
  2. External consultants regularly review the IT portfolio
  3. Senior management regularly reviews the IT portfolio
  4. IT service level agreements (SLAs) are periodically updated
Correct answer: C
Question 2
Which of the following is the BEST way for an organization to minimize the difference between expected and delivered services when acquiring resources?
  1. Negotiate service level agreements (SLAs)
  2. Measure service delivery using industry benchmarks
  3. Require quarterly benefits realization reporting 
  4. Include a right-to-audit clause in the contract.
Correct answer: A
Question 3
Which of the following is the BEST indication that an implementation plan for a new governance initiative will be successful?
  1. Staff have been trained on the new initiative.
  2. External consultants created the plan.
  3. The plan assigns responsibility for completing milestones.
  4. The plan is designed to engage employees across the enterprise.
Correct answer: D
Explanation:
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 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 employees2
Solicit feedback and suggestions from employees on how to implement the new governance initiative effectively2
Address any concerns or resistance that employees may have toward the new governance initiative2
Empower and motivate employees to participate in and support the new governance initiative2
Foster a culture of collaboration, learning, and innovation among employees2
Designing 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
Question 4
Which strategic planning approach would be MOST appropriate for a large enterprise to follow when revamping its IT services?
  1. Addressing gaps within the management of IT-related risk
  2. Focusing on business innovation through knowledge, expertise, and initiatives
  3. Calibrating and scaling delivery Of IT services in line with business requirements
  4. Adhering to on-time and on-budget IT service delivery
Correct answer: C
Explanation:
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 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 priorities1
Enhance IT service quality, efficiency, and effectiveness1
Improve IT service agility, flexibility, and responsiveness1
Reduce IT service costs, risks, and waste1
Increase 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.
Question 5
From an IT governance perspective, which of the following would be the MOST significant impact of moving all IT applications to an external Software as a Service (SaaS) cloud provider?
  1. The integration of the IT department with business lines
  2. The shift from service delivery to service management
  3. The improvement Of IT service alignment with business
  4. The necessity to update key risk indicators (KRIs)
Correct answer: B
Explanation:
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.
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 parties2
Monitoring and measuring the SaaS vendor's compliance with the contract or SLA, and ensuring that the vendor meets the agreed service levels, standards, and metrics2
Communicating and collaborating with the SaaS vendor regularly, and resolving any issues, conflicts, or changes that may arise during the service delivery2
Evaluating and improving the effectiveness and efficiency of the SaaS vendor's service delivery, and identifying and implementing any opportunities for innovation or optimization2
Managing 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 issues2
The 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.
Question 6
Which of the following is (he GREATEST benefit of using the life cycle approach to govern information assets'?
  1. Overall costs are optimized
  2. Operational costs are maintained
  3. Information availability is improved
  4. Compliance with regulatory requirements is ensured
Correct answer: A
Question 7
Which of the following provides the BEST information to assess the effective alignment of IT investments?
  1. IT balanced scorecard
  2. Net present value (NPV).
  3. IT delivery time metrics 
  4. Total cost of ownership (TCO)
Correct answer: A
Question 8
A large retail chain realizes that while there has not been any loss of data, IT security has not been a priority and should become a key goal for the enterprise. What should be the FIRST high-level initiative for a newly created IT strategy committee in order to support this business goal?
  1. Identifying gaps in information asset protection
  2. Defining data archiving and retrieval policies
  3. Recruiting and training qualified IT security staff
  4. Modernizing internal IT security practices
Correct answer: A
Question 9
Risk management strategies are PRIMARILY adopted to:
  1. avoid risks for business and IT assets.
  2. take necessary precautions for claims and losses.
  3. achieve acceptable residual risk levels.
  4. achieve compliance with legal requirements.
Correct answer: C
Question 10
An enterprise made a significant change to its business operating model that resulted in a new strategic direction. Which of the following should be reviewed FIRST to ensure IT congruence with the new business strategy?
  1. IT risk appetite
  2. Enterprise project management framework
  3. IT investment portfolio
  4. Information systems architecture
Correct answer: C
Question 11
A chief technology officer (CTO) wants to ensure IT governance practices adequately address risk management specific to mobile applications. To create the appropriate risk policies for IT, it is MOST important for the CTO to:
  1. understand the enterprise's risk tolerance.
  2. create an IT risk scorecard.
  3. map the business goals to IT risk processes.
  4. identify the mobile technical requirements. 
Correct answer: A
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