Isaca Updated CGEIT Exam Questions and Answers by inayah

The primary motivation behind establishing an IT risk management framework is to promote responsibility throughout the enterprise for managing IT risk. An IT risk management framework is a set of principles, processes, and practices that guide and support the identification, analysis, evaluation, treatment, monitoring, and communication of IT-related risks. An IT risk management framework helps to ensure that IT risks are aligned with the enterprise’s objectives, strategies, and risk appetite, and that they are effectively managed by the appropriate stakeholders. An IT risk management framework also helps to foster a culture of risk awareness and accountability within the enterprise

Prior to setting IT objectives, an enterprise must have established its strategies. Strategies are the high-level plans that define the direction and goals of the enterprise and how it will achieve them. Strategies provide the context and guidance for setting IT objectives, which are the specific and measurable outcomes that IT will deliver to support the strategies. IT objectives should be aligned with and derived from the enterprise strategies, as well as the enterprise vision, mission, and values

 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.

According to the CGEIT certification guide, the CEO’s first course of action should be to ensure that there is a clear governance framework for outsourcing and that the roles and responsibilities for managing service providers are defined and assigned. This will help to establish accountability, oversight and control over the SaaS solution and its provider. References := CGEIT certification guide, domain 1: Governance of Enterprise IT, section 1.3: Governance Frameworks, page 17.