Isaca CGEIT Based on Real Exam Environment

The most important reason for selecting IT key risk indicators (KRIs) is to increase the probability of achieving IT goals. IT KRIs are metrics that show the level of exposure or likelihood of occurrence of IT-related risks that may affect the achievement of IT objectives. By selecting and monitoring IT KRIs, the organization can identify and manage the potential threats and opportunities that may impact the IT performance and value. IT KRIs can also help to trigger corrective or preventive actions, communicate risk information, and support decision-making and improvement processes

 A change in business strategy may require a change in IT governance structure to align with the new direction and objectives of the organization. The other options are not the primary impact of a business strategy change, but rather the outcomes or consequences of IT governance. References := ISACA, CGEIT Review Manual, 27th Edition, 2020, page 10.

 This is because an organizational change management program is a systematic approach to managing the human side of change and ensuring that the people affected by the change are ready, willing, and able to adopt it1. An organizational change management program can help to address the fatigue and frustration of the employees by providing them with clear communication, stakeholder engagement, training and coaching, leadership support, and feedback mechanisms2. An organizational change management program can also help to increase the success rate and benefits realization of the IT projects by reducing resistance, enhancing collaboration, and improving performance3.

The other options are less effective than option A, as they do not address the root cause of the problem or provide a comprehensive solution. Establishing “Reward and Recognition” efforts to boost employee morale may be helpful, but not sufficient, to overcome the fatigue and frustration of the employees. Rewards and recognition can motivate and appreciate the employees for their efforts and achievements, but they do not necessarily help them to cope with the changes or learn the new capabilities4. Improving the system development life cycle (SDLC) process may be useful, but not relevant, to address the fatigue and frustration of the employees. The SDLC process is a framework that defines the tasks and activities involved in developing, testing, deploying, and maintaining IT systems. While improving the SDLC process can enhance the quality and efficiency of IT systems, it does not directly affect the employees’ readiness or willingness to adopt them. Assessing current business and IT competencies may be important, but not enough, to address the fatigue and frustration of the employees. Assessing competencies can help to identify the gaps and needs of the employees in terms of knowledge, skills, and abilities required for their roles. However, assessing competencies alone does not provide any solutions or support for closing those gaps or meeting those needs.

To generate value for the enterprise, it is most important that IT investments are consistent with the enterprise’s business objectives. This means that IT investments should support and enable the achievement of the enterprise’s vision, mission, goals, and strategies. IT investments should also align with the enterprise’s values, culture, risk appetite, and stakeholder expectations. Byensuring that IT investments are consistent with the enterprise’s business objectives, the enterprise can maximize the benefits and value that IT can deliver, and avoid wasting resources on IT projects or initiatives that are not relevant, necessary, or effective. According to one source1, “Driving value creation with technology investments requires a clear understanding of how technology can enable business strategy and create value for the organization.” The other options are not the most important factor for generating value for the enterprise, but rather some of the steps or outcomes that can support or result from IT investments. Aligning IT investments with the IT strategic objectives is important, but not sufficient, as the IT strategic objectives should also be aligned with the enterprise’s business objectives. Approving IT investments by the CFO is a part of the financial governance process, but it does not guarantee that the IT investments are consistent with the enterprise’s business objectives. Including IT investments in the balanced scorecard is a way of measuring and reporting on the performance and value of IT investments, but it does not ensure that the IT investments are consistent with the enterprise’s business objectives. References := Driving value creation with technology investments