Isaca Updated COBIT-Design-and-Implementation Exam Questions and Answers by shelby

In the COBIT 2019 Design Guide, it is clearly stated that:

"The more quantitative approach involves numeric mapping tables created for each design factor. The mapping tables quantify the descriptive values associated with each design factor, in order to indicate their correlation with governance and management objectives."

These mapping tables typically contain values ranging from zero (0) to four (4), where four indicates maximum relevance of a governance or management objective with that particular design factor value, and zero indicates no relevance.

A key input to be considered when defining drivers for a COBIT implementation is the stakeholder map. Understanding the stakeholders involved and their expectations is crucial for identifying the drivers that will shape the governance system.

References in COBIT 2019 Design and Implementation:

COBIT 2019 Implementation Guide, Chapter 3:This chapter emphasizes the importance of stakeholder identification and mapping in understanding their needs and expectations, which in turn define the drivers for the COBIT implementation.

COBIT 2019 Framework: Governance and Management Objectives, MEA04 (Managed Stakeholder Engagement):This objective highlights the role of stakeholder engagement in shaping governance and management priorities.

The stakeholder map provides a clear view of who the stakeholders are and what their interests and expectations are, ensuring that the drivers for the COBIT implementation are aligned with the needs of the enterprise.

In the COBIT® 2019 Implementation Guide, Phase 1 – What are the drivers? focuses on establishing a shared understanding of why change is needed. This includes clarifying enterprise goals, strategic priorities, and stakeholder expectations.

Before assessing current state or defining a target state, the implementation team must understand what the enterprise is trying to achieve. Without this understanding, governance improvements risk being misaligned or ineffective.

The guide explicitly links drivers to enterprise goals, pain points, and trigger events. Ensuring the program team understands enterprise goals at this stage enables consistent decision-making throughout the implementation lifecycle and supports alignment between governance activities and business value creation.

“…projects become part of the normal development life cycle and should be governed by established program and project management methods.”

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