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Performing a business impact analysis (BIA) is the first course of action when a shortfall of IT resources is identified because it helps to assess the potential impact of the resource gap on thebusiness processes, objectives, and goals. A BIA can also help to prioritize the criticality of the IT resources, identify the minimum acceptable levels of service, and determine the recovery strategies and resource requirements. A BIA can provide a basis for making informed decisions on how to allocate the available IT resources or acquire additional resources to close the gap.

Reviewing the information governance framework should be the CIO’s primary focus before the migration, because it will help the CIO to ensure that the enterprise’s data and applications are secure, compliant, and aligned with the business objectives and policies in the cloud environment. The information governance framework defines the roles, responsibilities, processes, standards, and metrics for managing information assets across the enterprise. It also covers aspects such as data classification, data quality, data protection, data retention, data sovereignty, and data privacy. By reviewing the information governance framework, the CIO can identify the requirements, risks, and gaps that need to be addressed before moving to the cloud. The other options are not as important as reviewing the information governance framework, because they are either dependent on or secondary to it. Selecting best-of-breed cloud offerings is a tactical decision that should be based on the information governance framework and the enterprise architecture. Updating the enterprise architecture repository is a good practice, but not a primary focus before the migration. It can be done after the migration to reflect the changes in the IT landscape. Conducting IT staff training to manage cloud workloads is a necessary step, but not a primary focus before the migration. It can be done in parallel with or after the migration to ensure that the IT staff have the skills and knowledge to operate and optimize the cloud environment. References := Migration environment planning checklist, Practical Guide to Cloud Governance, Governance or compliance strategy

Comprehensive and Detailed Explanation:

The CGEIT Review Manual 8th Edition, in its Risk Optimization domain, emphasizes the importance of aligning IT risk management with the enterprise’s overall risk management strategy. Key risk indicators (KRIs) are metrics used to monitor potential risks and provide early warnings. To establish effective KRIs, the enterprise must first understand its risk tolerance and priorities.

Option A: The enterprise risk appetite should be identified first. Risk appetite defines the level of risk the enterprise is willing to accept in pursuit of its objectives, guiding the selection of KRIs. For example, if the enterprise has a low risk appetite for data breaches, KRIs might focus on metrics like unauthorized access attempts. Identifying risk appetite ensures KRIs are relevant and aligned with strategic goals. The manual likely references COBIT 2019’s APO12-Managed Risk, which highlights risk appetite as a foundational element of risk management.

Option B: Key performance metrics relate to performance, not risk, and are not directly relevant to KRIs.

Option C: Risk mitigation strategies are developed after identifying risks and KRIs, not before.

Option D: Enterprise architecture (EA) components may inform risk identification but are secondary to defining risk appetite.

Double Verification: The answer aligns with COBIT’s APO12 and the CGEIT domain’s focus on risk management foundations. Risk appetite is a prerequisite for KRI development in ISACA’s frameworks.

ISACA CGEIT Review Manual 8th Edition, Domain 4: Risk Optimization (focus on risk management and KRIs).

COBIT 2019, APO12-Managed Risk.

ISACA Glossary (for definitions of risk appetite and KRIs), available at

When an IT governance committee is reviewing its current risk management policy due to increased usage of social media within an enterprise, the first task should be to initiate an assessment of the impact on the business. This assessment will provide a comprehensive understanding of how social media usage affects various aspects of the business, including productivity, security, data privacy, and compliance with existing policies and regulations. Understanding the business impact will inform the committee's decisions on any necessary policy adjustments or controls to mitigate potential risks associated with social media usage. While reviewing current usage levels, blocking access, and reassessing BYOD policies are relevant considerations, they should be informed by an initial assessment of the business impact to ensure that any actions taken are aligned with the enterprise's strategic objectives and risk tolerance.