CGEIT Isaca Certified in the Governance of Enterprise IT Exam Free Practice Exam Questions (2025 Updated)

 Repeatability is the most immediate outcome of defining all IT processes within the enterprise, as it ensures that the processes can be performed consistently and reliably by different people or teams, following the same steps and procedures. Repeatability also enables the measurement and improvement of IT processes over time12. References := CGEIT Exam Content Outline, Domain 1, Subtopic A: Governance Framework, Task 2: Ensure that IT governance is aligned with the enterprise governance framework and is integrated into the enterprise governance approach.

An enterprise’s board of directors can best manage enterprise risk by requiring the establishment of an ERM framework. An ERM framework is a methodology that looks at risk management strategically from the perspective of the entire firm or organization. It is a top-down strategy that aims to identify, assess, and prepare for potential losses, dangers, hazards, and other potentialsfor harm that may interfere with an organization’s operations and objectives and/or lead to losses. An ERM framework provides structured feedback and guidance to business units, executive management, and board members implementing and managing ERM programs. An ERM framework helps establish a consistent risk management culture, regardless of employee turnover or industry standards. It also often involves making the risk plan of action available to all stakeholders as part of an annual report

The primary objective for performing an IT due diligence review prior to the acquisition of a competitor is to assess the status of the risk profile of the competitor. IT due diligence is a process that evaluates the technology assets, capabilities, processes, and security of a target company. It helps to identify any potential risks, liabilities, gaps, or issues that could affect the value, integration, or performance of the acquisition. IT due diligence also helps to determine the synergies, opportunities, and costs of combining or separating the IT systems and resources of both companies. By conducting an IT due diligence review, the acquirer can gain a comprehensive understanding of the competitor’s IT environment and make informed decisions about the deal.

Documenting the competitor’s governance structure, ensuring that the competitor understands significant IT risks, and determining whether the competitor is using industry-accepted practices are not the primary objectives for performing an IT due diligence review. These are possible outcomes or benefits of the review, but they are not the main purpose or goal. The primary objective is to assess the risk profile of the competitor and its impact on the acquisition.

References := IT Due Diligence Checklist: Must-Assess Technology Elements Prior to Any Acquisition - Performance Improvement Partners Blog, Introduction section. IT Due Diligence: How to Do It Right (+ Checklist) - DealRoom, What is IT due diligence? section. IT Due Diligence | Optimising IT, Introduction section. Reviewing It In Due Diligence, Overview section.

The first governance action that should be taken when the financial assumptions supporting a project have changed is to request an update to the business case. The business case is the document that justifies the initiation, continuation, or termination of a project based on its expected costs, benefits, and risks. A change in the financial assumptions may affect the viability and value of the project, and therefore, the business case should be revised to reflect the new situation. The updated business case will then inform the subsequent governance actions, such as scheduling an interim project review, requesting a risk assessment, or re-evaluating the project inthe portfolio. According to one source1, “The business case is a living document and should be reviewed and updated periodically as new information becomes available.” References := ISACA, CGEIT Review Manual, 27th Edition, 2020, page 14; Tips for Agile Project Governance

Enterprise growth plans should be the most important consideration during the development of a technology resource acquisition and management policy, because they define the vision, goals, and strategies of the start-up company and how technology can support them. A technology resource acquisition and management policy should align with the enterprise growth plans and ensure that the technology resources are acquired and managed in a way that enables the company to achieve its desired outcomes, such as increasing market share, enhancing customer satisfaction, improving operational efficiency, or creating innovative products or services. A technology resource acquisition and management policy should also consider the scalability, flexibility, and adaptability of the technology resources to accommodate the changing needs and demands of the company as it grows and evolves. A technology resource acquisition and management policy should also balance the costs and benefits of acquiring and managing technology resources and ensure that they deliver value to the company and its stakeholders.

References := Managing Technology as a Business Strategy, A Complete Guide To Strategic Technology Planning, Policy on IT Acquisition Strategies and Planning Under FITARA

A data governance framework is a set of policies, standards, roles, and processes that define how data is collected, stored, accessed, and used within an enterprise. A data governance framework can help address data protection and least privilege issues by establishing clear rules and responsibilities for data owners, custodians, and users. A data governance framework can also enable data encryption as a key control to protect sensitive data from unauthorized access or disclosure. Therefore, mandating the creation of a data governance framework is the best approach to ensure all business units work toward remediating these issues. References: : CGEIT Review Manual (Digital Version), Chapter 4: Risk Optimization, Section 4.3: IT Risk Management, Subsection 4.3.2: IT Risk Management Process, Page 156 : CGEIT Review Manual (Digital Version), Chapter 5: Resource Optimization, Section 5.2: Information Resource Management, Subsection 5.2.1: Information Resource Management Overview, Page 183 : A Guide to Selecting and Adopting a Privacy Framework1

Before implementing an information architecture that restricts access to data based on sensitivity, the enterprise must establish the classification and ownership of the data. Classification is the process of tagging data according to its type, sensitivity, and value to the organization if altered, stolen, or destroyed. It helps the organization understand the risk and impact of data breaches and comply with relevant regulations. Ownership is the process of assigning roles andresponsibilities for data creation, maintenance, protection, and disposal. It helps the organization ensure accountability and governance of data throughout its lifecycle

The best way to ensure the continued usefulness of IT governance reports for stakeholders is to establish a standard process for providing feedback. This means that the organization should define and communicate the purpose, scope, format, frequency, and distribution of the IT governance reports, and solicit input from the stakeholders on how well the reports meet their information needs and expectations. The feedback process should also include mechanisms for collecting, analyzing, and acting on the feedback, as well as reporting back to the stakeholders on the changes made or planned. This will help to ensure that the IT governance reports are relevant, accurate, timely, and consistent, and that they support the decision-making and accountability of the stakeholders

 Culture is the most critical factor to understand while assessing the feasibility of introducing new IT practices and standards into the IT governance framework, because it influences the behavior, values, and beliefs of the organization and its stakeholders. Culture affects how IT governance is perceived, implemented, and evaluated in the organization. A mismatch between the organizational culture and the IT governance framework can lead to resistance, conflict, and poor performance. Therefore, it is essential to assess the current culture of the organization and its readiness for change before introducing new IT practices and standards. References := The Influence of Organizational Culture in Application of Information Technology Governance, The Value of IT Governance, Organisational Governance Explained: The Keys to Success

 An architecture exception process is a mechanism to handle requests for deviations from the established IT architecture policies or standards. It allows the enterprise to evaluate the business case, risks, benefits, and alternatives of implementing a system that uses a technology that is not in line with its IT strategy. It also enables the enterprise to define the conditions, limitations, and timelines for granting or denying the exception. According to one of the web search results1, “requests for exceptions to any architectural policy or standard use this process” and “the decision may include a deadline for removing the need for the exception, constraints on future projects, or similar terms.” Addressing the situation as part of an architecture exception process is the best way to manage it within an IT governance framework, as it provides a structured andtransparent way to balance the business needs and the IT alignment. Updating the IT strategy to align with the new technology, initiating an operational change request, or rejecting based on non-alignment are not the best ways to manage the situation within an IT governance framework. They are more likely to be either too rigid or too reactive, and may not consider the trade-offs or implications of the decision..

 References:

CGEIT Review Manual 2021, Chapter 1: Governance of Enterprise IT, Section 1.4: Value Delivery, page 231

CGEIT Review Questions, Answers & Explanations Manual 2021, Question 9, page 82

A Matrixed Approach to Designing IT Governance - MIT Sloan Management Review3

Enterprise Architecture Governance | The Definitive Guide - LeanIX4

Architecture Review Board Exception Process - Minnesota’s State Portal5

Implementing a review and approval process for each phase would best help to improve an enterprise’s ability to manage large IT investment projects. This is because a review and approval process can help to ensure that the project is aligned with the business objectives, scope, budget, schedule, quality, and risk criteria at each stage of the project life cycle. A review and approval process can also help to monitor the project progress, performance, and deliverables, as well as identify and resolve any issues or changes that may arise. A review and approval process can also provide transparency, accountability, and governance for the project stakeholders and decision-makers.

Creating a change management board is not the best answer, as it is only one aspect of a review and approval process. A change management board is a group of people who are responsible for reviewing, approving, or rejecting change requests that affect the project scope, schedule, cost, or quality. A change management board is important for managing changes in a project, but it is not sufficient or comprehensive for managing large IT investment projects.

Reviewing and evaluating existing business cases is not the best answer, as it is only a preliminary step in a review and approval process. A business case is a document that provides the justification and rationale for initiating a project, based on the expected costs, benefits, risks, and value of the project. Reviewing and evaluating existing business cases can help to select and prioritize the most viable and valuable projects for the enterprise, but it is not enough or relevant for managing large IT investment projects.

Publishing the IT approval process online for wider scrutiny is not the best answer, as it is only a communication method for a review and approval process. Publishing the IT approval process online can help to increase the visibility, awareness, and understanding of the project requirements, criteria, and procedures among the project stakeholders and participants. Publishing the IT approval process online can also help to solicit feedback, suggestions, or concerns from the wider audience. However, publishing the IT approval process online does not necessarily improve the enterprise’s ability to manage large IT investment projects.

References := IT Portfolio Management Strategies | Smartsheet, Managing an IT portfolio requires four steps section. Best Practices in Project Management | Smartsheet, Establish ground rules for how the project will move forward section. Government of Canada project management - Canada.ca, These practices include establishing clear accountabilities section. IT Project Management: Concepts, Solutions & Best Practices, What is Integrated Project Management (IPM)? section. 16 Industry Experts Share Best Practices For IT Project Management - Forbes, 1. Limit Work In Progress section.

 According to the CGEIT certification guide, the business sponsor is primarily accountable for delivering the benefits of an IT-enabled investment program to the enterprise. The business sponsor is the person who has the authority and responsibility to initiate, influence and approve the business objectives and requirements of the program. The business sponsor also ensures that the program aligns with the enterprise strategy and delivers value to the enterprise1. The program manager, the IT steering committee chair and the CIO are responsible for supporting the business sponsor in delivering the benefits, but they are not primarily accountable for them2. References :=

CGEIT certification guide, domain 4: Benefits Realization, section 4.1: Benefits Governance, page 137.

CGEIT certification guide, domain 4: Benefits Realization, section 4.2: Benefits Delivery Life Cycle, page 140.

The first thing the CIO should do to ensure the IT organization is capable of supporting the CEO’s mandate of rolling out several new mobile services within the next 12 months is to request an assessment of current in-house mobile technology skills. This is because an assessment of current in-house mobile technology skills can help to evaluate the existing level of knowledge, experience, and competence of the IT staff in developing, deploying, and maintaining mobile applications and services. An assessment of current in-house mobiletechnology skills can also help to identify any gaps, needs, or opportunities for improvement or enhancement of the IT staff’s mobile technology skills.

Creating a sense of urgency with the IT team that mobile knowledge is mandatory is not the first thing the CIO should do, as it is a motivational factor rather than a governance factor. Creating a sense of urgency with the IT team can help to communicate the importance and priority of the CEO’s mandate, as well as inspire and encourage the IT staff to learn and adopt mobile technology skills. However, creating a sense of urgency with the IT team does not provide a comprehensive analysis or improvement plan for the IT organization’s mobile technology capabilities.

Procuring contractors with experience in mobile application development is not the first thing the CIO should do, as it is an implementation factor rather than a governance factor. Procuring contractors with experience in mobile application development can help to supplement or complement the in-house IT staff’s mobile technology skills, as well as accelerate or facilitate the delivery and quality of the new mobile services. However, procuring contractors with experience in mobile application development does not address the long-term sustainability or scalability of the IT organization’s mobile technology capabilities.

Tasking direct reports with creating training plans for their teams is not the first thing the CIO should do, as it is a subsequent step after requesting an assessment of current in-house mobile technology skills. Tasking direct reports with creating training plans for their teams can help to design and implement effective and customized learning programs and activities for the IT staff to acquire or enhance their mobile technology skills. However, tasking direct reports with creating training plans for their teams requires a clear understanding of the current state and the desired state of the IT staff’s mobile technology skills.

References := Top 15 In-Demand Technology Skills (Plus Definition), Mobile Development section. How to Develop Mobile Technology Skills | Career Trend, Step 1 section. How To Build A Mobile App Development Team - Forbes, Introduction section.

Mapping business processes within a framework is the most effective way to understand the business activities associated with the enterprise’s information architecture, as it provides a clear and comprehensive view of how information flows and supports the businessobjectives. References:= CGEIT Exam Content Outline, Domain 1, Subtopic C: Information Governance, Task 1: Define and implement information governance processes to ensure alignment with enterprise goals and objectives.

The first strategic action to address the report is to authorize a risk analysis of the practice. A risk analysis is a systematic process of identifying, assessing, and prioritizing the potential threats and vulnerabilities that may arise from the use of an offsite cloud for analyzing sensitive “big data” files. A risk analysis can help to determine the level of exposure and impact of the practice on the organization’s data security, privacy, compliance, and performance. A risk analysis can also provide recommendations for mitigating or avoiding the risks, such as implementing appropriate controls, policies, and procedures.

Updating data governance practices, revising the information security policy, and recommending the use of a private cloud are possible actions that may result from the risk analysis, but they are not the first step. Data governance practices are the rules and processes that define how data is created, stored, accessed, used, and disposed of within an organization. Data governance practices should align with the organization’s data strategy, objectives, and values. Information security policy is a document that outlines the principles, guidelines, and responsibilities for protecting the confidentiality, integrity, and availability of data. Information security policy should reflect the organization’s risk appetite, legal obligations, and industry standards. A private cloud is a cloud computing model that provides dedicated resources and services to a single organization. A private cloud may offer more control, security, and customization than an offsite cloud, but it may also require more investment, maintenance, and expertise.

Therefore, before updating data governance practices, revising the information security policy, or recommending the use of a private cloud, it is important to conduct a risk analysis of the current practice of using an offsite cloud for analyzing sensitive “big data” files. This will help to ensure that the organization makes informed and strategic decisions that balance the benefits and risks of using cloud computing for big data analytics.

 When introducing the concept of governance to the new acquisition, it is most important that executive management recognize the impact of cultural changes. This is because culture can influence how people understand and practice governance, and how they respond to different governance frameworks and policies1. Culture can also change over time, either by choice or by external factors, and this can affect the governance arrangements of an organization2. Therefore, executive management needs to be aware of the cultural differences and similarities between the multinational enterprise and the new acquisition, and how they can affect the governance objectives, processes, and outcomes. Executive management also needs to respect and value the cultural diversity of the new acquisition, and foster a culture of trust, collaboration, and alignment3. References: How corporate culture affects governance - The CEO Magazine3, Governance | Diversity of Cultural Expressions - UNESCO4, 2.0 Culture and governance - AIGI

 Transparency is primarily achieved through performance measurement, as it involves providing clear, accurate, and timely information about the performance of IT processes, services, and projects to the relevant stakeholders. Performance measurement can help to increase the visibility, accountability, and trustworthiness of IT activities and outcomes, and to enable informed decision-making and feedback. The other options are not as primary, as they are more related to the results or consequences of performance measurement, rather than the purpose orintention of it. References: : CGEIT Review Manual (Digital Version), Chapter 3: Benefits Realization, Section 3.3: Performance Measurement and Reporting, Subsection 3.3.1: Performance Measurement and Reporting Overview, Page 112 : CGEIT Review Manual (Digital Version), Chapter 3: Benefits Realization, Section 3.3: Performance Measurement and Reporting, Subsection 3.3.2: Performance Measurement and Reporting Process, Page 113 : Performance Measurement Metrics for IT Governance1

 Gap analysis results will provide the most useful information for the CIO to determine if IT staff have adequate skills to deliver on key strategic objectives, as they compare the current state ofthe IT staff skills with the desired or required state. Gap analysis results also help to identify the gaps or deficiencies in the IT staff skills, and to plan and implement the actions and strategies to close or reduce the gaps1. A gap analysis can be performed using various methods and tools, such as SWOT analysis, skill matrix, competency framework, etc.

 The owner of data stored in an external cloud is the business leader who is most impacted by the loss of data. This is because the data owner is the person who has the accountability and authority over a specific dataset, and who is responsible for its security, quality, classification, and access control12. The data owner is usually a senior-level employee or a subject-matter expert who has the knowledge and motivation to ensure that the data is handled correctly and in compliance with policies and regulations2. The data owner is not the same as the data custodian, who is the person who implements the technical and operational measures to protect and manage the data according to the data owner’s directives2. Therefore, the risk manager, the contract manager, and the vendor are not the data owners, as they do not have the final say or accountability over the data stored in the external cloud. References: What Is a Data Owner? - Firewall Times1, Data Owners vs. Data Stewards vs. Data Custodians - CPO Magazine2

 An assessment to determine if data privacy protection is addressed is the first request that the IT steering committee should make to comply with the board’s mandate, as it helps to ensure that the use of geolocation software does not violate any applicable laws, regulations, or ethical standards regarding the collection, processing, and sharing of personal or sensitive data. Data privacy protection is an important aspect of information governance, which is part of the CGEIT Domain 1: Governance of Enterprise IT1. An assessment can also identify the risks and controls associated with the geolocation software, and provide recommendations and best practices for its implementation and management2. References := CGEIT Exam Content Outline, Domain 1, Subtopic C: Information Governance, Task 1: Define and implement information governance processes to ensure alignment with enterprise goals and objectives.

 Procedures have been established for assessing and mitigating information security risks is the most effective way to demonstrate operational readiness to address information security risk issues, as it shows that the enterprise has a systematic and consistent approach to identify, analyze, treat, and monitor information security risks. Procedures also provide guidance and direction for the staff involved in information security risk management activities12. References := CGEIT Exam Content Outline, Domain 4, Subtopic B: IT Risk Management, Task 1: Ensure that an IT risk management framework exists to identify, analyze, mitigate, manage, monitor, and communicate IT-related business risk, and that the framework for IT risk management is in alignment with the enterprise risk management (ERM) framework.

The key risk indicator (KRI) that would be of most interest to the CIO of a financial institution with a highly regarded reputation for protecting customer interests that has recently deployed a mobile payments program is the total volume of suspicious transactions. This KRI measures the number and value of transactions that are flagged as potentially fraudulent, malicious, or erroneous by the mobile payments system or by the customers. This KRI reflects the level of security and reliability of the mobile payments program, as well as the customer trust and satisfaction. A high volume of suspicious transactions indicates a high risk of financial losses, reputational damage, regulatory penalties, and customer attrition for the financial institution. Therefore, the CIO should monitor this KRI closely and take appropriate actions to prevent or mitigate any incidents that may compromise the mobile payments program

 An information steward is a person who is responsible for ensuring the quality, accuracy, consistency, and usability of the data in an organization. An information steward works with the business users and stakeholders to understand their data needs, requirements, and expectations, and to define and implement the data policies, standards, and rules that govern the data lifecycle. An information steward also monitors and reports on the data quality issues and trends, and initiates and coordinates the data improvement actions and projects12.

The most important attribute of an information steward is to be closely aligned with the business function, because this can help to ensure that the data supports the business goals and objectives, that the data meets the business expectations and requirements, that the data is relevant and useful for the business decisions and actions, and that the data is aligned with the business processes and workflows12.

The information steward does not necessarily manage the systems that process the relevant data, as this may be done by other IT roles, such as data engineers, data analysts, or data administrators. The information steward does not need to have expertise in managing data quality systems, as this may be a technical skill that can be acquired or supported by other IT roles or tools. The information steward does not need to be part of the information architecture group, as this may be a separate function that focuses on designing and maintaining the data structures, models, and standards12. References: Information Steward settings option descriptions - SAP Online Help. What is an Information Steward, and Why You Should Care?. 6 Key Responsibilities of the Invaluable Data Steward - Dun & Bradstreet.