Free Isaca COBIT-2019 Practice Exam with Questions & Answers

 The management of the IT function is the function that leads and manages the information and technology function in an enterprise, as well as supports and enables the information and technology governance. The management of the IT function includes roles such as CIO, IT managers, IT process owners, IT service owners, etc. The management of the IT function is responsible for resolving conflicting priorities in order to finalize the governance system design. The governance system design is the process of designing and implementing a governance system for an enterprise using COBIT 2019. The governance system design involves tailoring the COBIT 2019 components such as principles, enablers, goals, processes, practices, roles, structures, metrics etc., according to the enterprise’s context and needs. The governance system design also involves considering various design factors such as enterprise strategy archetype; enterprise goals; IT-related goals; risk profile; IT deployment; threat landscape; compliance requirement; operating environment; size of enterprise; culture; stakeholders; etc., that influence how an enterprise designs and implements its governance system using COBIT 2019. By resolving conflicting priorities in order to finalize the governance system design, the management of the IT function ensures that the governance system is appropriate for the enterprise’s strategy objectives performance risks issues opportunities etc., that it delivers value and benefits to the enterprise and its stakeholders that it aligns with the relevant standards guidelines regulations best practices etc., that it meets stakeholder requirements and expectations etc34 References: 3: COBIT 2019 Framework: Governance and Management Objectives: page 20-21 4: COBIT 2019 Design Guide: page 33-48

The EGIT implementation life cycle consists of four stages: initiating an EGIT program, defining the EGIT implementation road map, developing the EGIT implementation program plan, and executing the EGIT implementation program plan. The third stage, developing the EGIT implementation program plan, involves identifying and defining the success metrics for the EGIT continual improvement program. These metrics should be aligned with the enterprise goals and objectives, and should measure the performance and outcomes of the EGIT processes and practices. The success metrics should also be SMART (specific, measurable, achievable, relevant, and time-bound), and should be communicated to all stakeholders involved in the EGIT program. References: : COBIT 2019 Design Guide: Designing an Information & Technology Governance Solution, page 26 1 : COBIT 2019 Design Guide: Designing an Information & Technology Governance Solution, page 41 

Phase 1 of the COBIT implementation approach focuses on recognizing the need for change and initiating the program. A critical component of this phase is articulating executive management's desire and rationale for change within the enterprise. The most effective tool for this purpose is the development of a "Business case."

Business Case:This document serves as a formal justification for undertaking a change initiative. It outlines the strategic alignment of the proposed change with enterprise goals, the expected benefits, costs, potential risks, and the overall impact on the organization. By presenting a well-structured business case, executive management can communicate the necessity and anticipated value of the change, securing stakeholder buy-in and guiding decision-making processes.

Option A, "Balanced scorecard," is a strategic planning and management tool used to monitor organizational performance against strategic goals. While valuable for performance measurement, it is not specifically designed to convey the impetus for change.

Option B, "Risk assessment," involves identifying and evaluating potential risks that could impact the organization. Although understanding risks is essential, a risk assessment does not comprehensively capture the executive management's motivation and justification for change.

Therefore, in Phase 1 of the COBIT implementation approach, a "Business case" is the appropriate instrument to outline executive management's desire for change within the enterprise.

 According to Capability Maturity Model Integration (CMMI), Level 2 within the five maturity levels for processes best describes the outcome of the process achieving its purpose through the application of a basic, yet complete, set of activities that can be characterized as performed. CMMI is a process improvement approach that provides organizations with the essential elements of effective processes. CMMI defines five maturity levels for processes, from 1 (initial) to 5 (optimizing). Level 2 (managed) means that the process is planned and executed in accordance with policy; employs skilled people who have adequate resources to produce controlled outputs; involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description.12 References: CMMI for Development, Version 1.3, CMMI Institute - Capability Maturity Model Integration

The responsibility for overseeing EGIT structures lies with the board, according to COBIT 2019. The board ensures that the enterprise’s IT governance aligns with strategic objectives, monitors compliance, and oversees risk management. This aligns with the Evaluate, Direct, and Monitor (EDM) domain, which assigns the board the role of setting direction, making high-level decisions, and assessing IT governance effectiveness to align with overall enterprise strategy​.

Recognizing and rewarding EGIT implementation program performance is most beneficial when measuring realized program benefits. According to the COBIT 2019 Implementation Guide, recognizing and rewarding program performance is one of the key success factors for implementing and optimizing an EGIT program. Recognizing and rewarding program performance involves acknowledging and appreciating the achievements and contributions of the program team and stakeholders, as well as providing incentives and motivation for further improvement. Recognizing and rewarding program performance is most beneficial when measuring realized program benefits, because this is the stage where the actual outcomes and value of the program are evaluated against the expected goals and metrics. By recognizing and rewarding program performance at this stage, the enterprise can reinforce the positive impact of the program, celebrate the success of the program team and stakeholders, and encourage continuous learning and improvement. References: : COBIT 2019 Implementation Guide: Implementing and Optimizing an Information and Technology Governance Solution, page 17 : COBIT 2019 Implementation Guide: Implementing and Optimizing an Information and Technology Governance Solution, page 46

The process ‘Ensured Stakeholder Engagement’ (EDM04) is one of the governance processes in COBIT 2019 that involves establishing transparent communication with stakeholders about their needs and expectations from information and technology governance. This process also involves ensuring stakeholder involvement in governance decision making and monitoring stakeholder satisfaction with governance outcomes. One of the roles that is best suited for this responsibility is the board and executive management, who are the highest-level governance body and decision makers in an enterprise. The board and executive management have a duty to ensure that they understand the needs and expectations of various stakeholders such as shareholders, regulators, customers, employees, suppliers, etc., and that they communicate effectively with them about the enterprise’s strategy, objectives, performance, risks, issues, opportunities, etc., related to information and technology governance. The board and executive management also have a responsibility to involve stakeholders in governance decision making by soliciting their input, feedback, opinions, suggestions, etc., and by considering their interests and perspectives when making governance choices. The board and executive management also have a role in monitoring stakeholder satisfaction with governance outcomes by measuring stakeholder value realization from information and technology investments and initiatives.

Time-to-market is a market factor that is directly related to the enterprise goal of portfolio of competitive products and services. Time-to-market is the measure of how quickly an enterprise can deliver new or improved products or services to its customers. It affects the competitiveness, profitability, and customer satisfaction of the enterprise. Portfolio of competitive products and services is one of the 17 generic enterprise goals defined by COBIT that describes the desired outcome of providingproducts or services that meet customer needs and expectations, and that are superior to those offered by competitors.13 References: COBIT 2019 Framework:Introduction and Methodology, COBIT 2019 Framework: Governance and Management Objectives

 Design factors are based on generic components of a governance system but are tailored for a specific purpose or context within a focus area. Design factors are the characteristics or aspects of an enterprise that influence the design and implementation of a governance system. They include factors such as enterprise size, industry sector, risk profile, regulatory environment, sourcing model, etc. Focus areas are topics or issues that can be addressed by governance objectives, such as digital transformation, cybersecurity, privacy, etc. COBIT provides guidance on how to use design factors and focus areas to customize a governance system.13 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Design Guide: Designing an Information and Technology Governance Solution

A tailored enterprise governance system is a governance system that is customized to suit the specific needs and context of an enterprise. A sourcing model for information and technology is one of the design factors that influence the design and implementation of a tailored governance system. A sourcing model describes how the enterprise obtains and delivers I&T services, such as in-house, outsourced, cloud-based, etc. The sourcing model affects the governance objectives, components, and enablers that are relevant and applicable for the enterprise.12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Design Guide: Designing an Information and Technology Governance Solution