Sure Pass Exam CGEIT PDF

 The main governance focus when implementing a newly approved BYOD policy is to educate employees on the increased IT security risk to the enterprise. BYOD introduces various challenges and threats to the enterprise’s data and network security, such as device loss or theft, unauthorized access, malware infection, data leakage, and compliance violations. Therefore, it is essential to raise the awareness and understanding of employees on the potential risks and their responsibilities in protecting the enterprise’s assets and information. Educating employees on the IT security risk can also help to foster a culture of security and compliance, and to promote best practices for BYOD usage, such as following the acceptable use policy, installing security software, and reporting incidents. References := The Ultimate Guide to BYOD Security: Definition & More - Digital Guardian; Enterprise mobility and security: How to build a BYOD policy; Bring Your Own Device for Executives | Cyber.gov.au

 The most important factor for the effective design of an IT balanced scorecard is identifying appropriate key performance indicators (KPIs). KPIs are the measures that reflect the critical success factors of the IT strategy and goals, and that help to monitor and evaluate the IT performance and value. KPIs should be aligned with the four perspectives of the balanced scorecard: financial, customer, internal process, and learning and growth. KPIs should also be SMART: specific, measurable, achievable, relevant, and time-bound. By choosing the right KPIs, the IT balanced scorecard can provide a comprehensive and balanced view of the IT contribution to the business, and support the decision-making and improvement processes

Assurance of the execution of business controls is the primary element in sustaining an effective governance framework, as it ensures that the IT governance processes and activities are performed in accordance with the established policies, standards, and procedures. Assurance also provides feedback and monitoring on the performance, compliance, and outcomes of the IT governance framework, and identifies areas for improvement and optimization12. References := CGEIT Exam Content Outline, Domain 1, Subtopic A: Governance Framework, Task 5: Ensure that assurance processes are established to provide confidence that the IT governance framework is designed and operating effectively.

 Enterprise architecture (EA) is the most important input for managing the risk associated with creating a mobile application, because it provides a holistic view of the current and future state of the enterprise’s IT environment, including its goals, principles, standards, policies, processes, technologies, and systems. EA helps to identify the gaps, dependencies, constraints, and opportunities for the mobile application initiative, and to align it with the enterprise’s strategic objectives and business requirements. EA also helps to assess the impact of the mobile application on the existing IT infrastructure, security, performance, and compliance. By using EA as an input for IT risk management, the enterprise can ensure that the mobile application is designed, developed, deployed, and maintained in a consistent, coherent, and optimal way that minimizes the potential risks and maximizes the expected benefits. The other options are not the most important input for managing the risk associated with creating a mobile application, but rather some of the outputs or outcomes of IT risk management. An IT risk scorecard is a tool that measures and reports the performance of IT risk management activities and controls. An enterprise risk appetite is a statement that defines the level and type of risk that an enterprise is willing to accept or avoid in pursuit of its objectives. Business requirements are the specifications that describe what the mobile application should do and how it should meet the needs and expectations of the users and stakeholders. References := ISACA, CGEIT Review Manual, 27th Edition, 2020, page 15; Enterprise Architecture as Business Capabilities Architecture