{"id":24378,"date":"2026-09-29T07:28:53","date_gmt":"2026-09-29T07:28:53","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=24378"},"modified":"2026-09-29T07:28:53","modified_gmt":"2026-09-29T07:28:53","slug":"isaca-cgeit-practice-test-questions-and-exam-dumps-part6-q101-120","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/isaca-cgeit-practice-test-questions-and-exam-dumps-part6-q101-120\/","title":{"rendered":"Isaca CGEIT Practice Test Questions and Exam Dumps Part6 Q101-120"},"content":{"rendered":"

View Full <\/b>Isaca CGEIT Exam Dumps<\/b><\/a> and Practice Test Dumps.<\/b><\/h2>\n

 <\/p>\n

Question 101<\/b><\/h3>\n

An enterprise is defining its governance objectives for the next three years. Which objective should receive primary consideration?<\/b><\/p>\n

    \n
  1. Increasing the number of IT procedures<\/span><\/li>\n
  2. Aligning IT capabilities and investments with enterprise goals<\/span><\/li>\n
  3. Replacing technology on a fixed schedule<\/span><\/li>\n
  4. Increasing the size of the IT department<\/span><\/li>\n<\/ol>\n

    Correct Answer: 2<\/b><\/p>\n

    Explanation<\/b><\/p>\n

    IT governance objectives should support the broader goals of the enterprise. Aligning IT capabilities and investments with business objectives helps ensure that technology contributes to strategic outcomes, manages risk appropriately, and uses resources effectively. Increasing procedures, replacing technology on a fixed schedule, or expanding staffing may sometimes be appropriate, but these are means rather than governance objectives. Governance should focus on value delivery, strategic alignment, responsible resource use, risk optimization, and performance oversight. Objectives should also be measurable so leadership can determine whether governance arrangements are producing the intended outcomes. Regular review allows objectives to remain relevant as organizational priorities and external conditions change.<\/span><\/p>\n

    Question 102<\/b><\/h3>\n

    A governing body is reviewing an IT investment proposal that has significant expected benefits but also substantial uncertainty. What should governance require?<\/b><\/p>\n

      \n
    1. Immediate approval because the benefits are high<\/span><\/li>\n
    2. Rejection of all investments involving uncertainty<\/span><\/li>\n
    3. Assessment of assumptions, risks, scenarios, and mitigation options<\/span><\/li>\n
    4. Approval based only on the project’s estimated revenue<\/span><\/li>\n<\/ol>\n

      Correct Answer: 4<\/b><\/p>\n

      Explanation<\/b><\/p>\n

      Significant uncertainty should be explicitly evaluated before an IT investment is approved. Governance should require analysis of assumptions, risks, dependencies, alternative scenarios, potential outcomes, and mitigation strategies. High expected benefits do not automatically justify an investment if uncertainty could materially affect value or risk exposure. Conversely, uncertainty is common in technology investments and does not necessarily require rejection. A structured assessment allows decision-makers to understand the range of possible outcomes and determine whether the investment fits the organization’s risk appetite. Financial estimates such as projected revenue can be useful, but they should be considered alongside nonfinancial benefits, costs, risks, strategic alignment, and resource requirements.<\/span><\/p>\n

      Question 103<\/b><\/h3>\n

      An organization has identified that different departments use inconsistent criteria when evaluating IT projects. What should governance establish?<\/b><\/p>\n

        \n
      1. Standardized enterprise-wide investment evaluation criteria<\/span><\/li>\n
      2. Separate criteria for every department<\/span><\/li>\n
      3. Approval based only on project size<\/span><\/li>\n
      4. Evaluation based on the project manager’s experience<\/span><\/li>\n<\/ol>\n

        Correct Answer: 1<\/b><\/p>\n

        Explanation<\/b><\/p>\n

        Standardized investment evaluation criteria improve consistency, transparency, and comparability across the enterprise. Criteria can include strategic alignment, expected benefits, total cost, risk, regulatory requirements, resource needs, dependencies, and implementation feasibility. Separate criteria for every department can make enterprise-wide prioritization difficult and may encourage decisions based on local rather than organizational priorities. Project size alone does not indicate business value or risk, and individual experience should not replace objective evaluation criteria. Governance should establish a common decision framework while allowing appropriate flexibility for different investment types. Consistent criteria enable leadership to compare competing proposals and allocate limited resources according to enterprise objectives and risk considerations.<\/span><\/p>\n

        Question 104<\/b><\/h3>\n

        A company is concerned that IT decisions are being influenced by individual executives rather than established governance principles. What should be strengthened?<\/b><\/p>\n

          \n
        1. Informal relationships between executives and IT staff<\/span><\/li>\n
        2. Documented governance policies, decision rights, and objective decision criteria<\/span><\/li>\n
        3. Executive involvement in every operational decision<\/span><\/li>\n
        4. Vendor selection based on executive preference<\/span><\/li>\n<\/ol>\n

          Correct Answer: 3<\/b><\/p>\n

          Explanation<\/b><\/p>\n

          Governance should reduce dependence on individual preferences by establishing transparent decision rights, policies, criteria, and accountability mechanisms. Objective criteria help ensure that technology decisions are based on enterprise strategy, business value, risk, compliance, and resource considerations rather than personal influence. Informal relationships can support communication but should not replace formal governance. Executive involvement is appropriate for decisions within their authority, but requiring executives to approve routine operational matters creates inefficiency. Vendor selection should also follow established procurement and governance criteria rather than individual preference. Strengthening formal governance mechanisms creates consistency, improves transparency, and makes significant decisions easier to review, justify, and monitor over time.<\/span><\/p>\n

          Question 105<\/b><\/h3>\n

          An enterprise is establishing a process for approving exceptions to IT standards. Which element is most important?<\/b><\/p>\n

            \n
          1. Allowing unlimited exceptions<\/span><\/li>\n
          2. Requiring every exception to be permanent<\/span><\/li>\n
          3. Defining justification, risk assessment, approval authority, and review conditions<\/span><\/li>\n
          4. Allowing technical teams to approve their own exceptions without oversight<\/span><\/li>\n<\/ol>\n

            Correct Answer: 4<\/b><\/p>\n

            Explanation<\/b><\/p>\n

            A formal exception process allows legitimate business needs to be accommodated without weakening governance standards. Each exception should have a documented justification, assessment of associated risks, appropriate approval authority, defined compensating controls where necessary, and conditions for review or expiration. Unlimited exceptions can undermine standards, while making exceptions permanent prevents governance from reassessing whether they remain necessary. Allowing technical teams to approve their own exceptions without oversight can create conflicts of interest and inconsistent risk decisions. Governance should ensure that exceptions remain visible, accountable, and proportionate to the circumstances. Periodic review is particularly important when standards, technologies, business requirements, or risk conditions change.<\/span><\/p>\n

            Question 106<\/b><\/h3>\n

            Which activity best demonstrates effective oversight of IT-related regulatory compliance?<\/b><\/p>\n

              \n
            1. Waiting for regulators to identify violations<\/span><\/li>\n
            2. Monitoring compliance obligations, control effectiveness, and remediation status<\/span><\/li>\n
            3. Delegating all compliance accountability to vendors<\/span><\/li>\n
            4. Reviewing compliance only when a new system is purchased<\/span><\/li>\n<\/ol>\n

              Correct Answer: 2<\/b><\/p>\n

              Explanation<\/b><\/p>\n

              Effective compliance oversight requires ongoing monitoring of applicable obligations, relevant controls, identified gaps, and remediation progress. Governance should receive appropriate information about significant compliance risks and ensure that accountable owners address deficiencies within suitable timeframes. Waiting for regulators to identify violations is reactive and can expose the enterprise to penalties and reputational consequences. Vendors may have contractual compliance responsibilities, but the organization generally retains accountability for its obligations. Compliance should also be monitored across the technology lifecycle rather than only when systems are purchased. A structured approach enables management and governing bodies to identify changes in requirements, assess control effectiveness, prioritize remediation, and demonstrate that compliance responsibilities are actively managed.<\/span><\/p>\n

              Question 107<\/b><\/h3>\n

              A company wants to understand whether its IT governance structure provides sufficient stakeholder representation. What should be evaluated?<\/b><\/p>\n

                \n
              1. Whether stakeholders with relevant authority, interests, and responsibilities are appropriately represented<\/span><\/li>\n
              2. Whether every employee attends governance meetings<\/span><\/li>\n
              3. Whether only senior IT staff participate<\/span><\/li>\n
              4. Whether the governance committee has the largest possible membership<\/span><\/li>\n<\/ol>\n

                Correct Answer: 3<\/b><\/p>\n

                Explanation<\/b><\/p>\n

                Stakeholder representation should reflect the people and groups whose authority, interests, responsibilities, or decisions are materially affected by IT governance. Appropriate representation can include business leadership, IT leadership, risk, compliance, security, finance, and other relevant functions depending on the organization’s circumstances. Requiring every employee to participate would be impractical, while limiting participation to senior IT staff could overlook important business perspectives. The largest possible committee is not necessarily the most effective because excessive membership can reduce efficiency and clarity. Governance should identify relevant stakeholders, define their roles, and establish suitable participation and communication mechanisms. This helps ensure decisions reflect enterprise priorities and that affected stakeholders understand their responsibilities.<\/span><\/p>\n

                Question 108<\/b><\/h3>\n

                An organization discovers that an IT governance committee approves initiatives but does not track whether required actions are completed. What should be introduced?<\/b><\/p>\n

                  \n
                1. Fewer governance meetings<\/span><\/li>\n
                2. Informal reminders from committee members<\/span><\/li>\n
                3. Decision and action tracking with assigned owners and due dates<\/span><\/li>\n
                4. Elimination of governance reporting<\/span><\/li>\n<\/ol>\n

                  Correct Answer: 1<\/b><\/p>\n

                  Explanation<\/b><\/p>\n

                  Governance decisions need follow-through to be effective. A formal action-tracking mechanism should record approved decisions, required actions, responsible owners, target dates, status, dependencies, and escalation requirements. This provides visibility into whether governance decisions are being implemented as intended. Fewer meetings do not address the accountability gap, while informal reminders may be inconsistent and difficult to audit. Eliminating reporting would reduce visibility even further. Action tracking also allows governing bodies to identify overdue activities and determine whether additional intervention is required. The mechanism should be proportionate to the organization’s governance structure and should provide sufficient evidence that important decisions and associated responsibilities are being monitored through completion.<\/span><\/p>\n

                  Question 109<\/b><\/h3>\n

                  An enterprise is reviewing its approach to IT risk acceptance. Who should accept a risk when the exposure exceeds the authority of operational management?<\/b><\/p>\n

                    \n
                  1. The appropriate higher-level authority defined by the governance framework<\/span><\/li>\n
                  2. Any available IT employee<\/span><\/li>\n
                  3. The external service provider<\/span><\/li>\n
                  4. The project administrator<\/span><\/li>\n<\/ol>\n

                    Correct Answer: 4<\/b><\/p>\n

                    Explanation<\/b><\/p>\n

                    Risk acceptance should occur at the level of authority appropriate to the magnitude and nature of the risk. Governance frameworks should establish thresholds that determine when risks must be escalated to higher management or governing bodies. If operational management does not have sufficient authority to accept a particular exposure, the risk should be escalated rather than informally accepted. An IT employee, project administrator, or external provider should not assume authority that has not been assigned to them. Clear risk acceptance authority supports accountability and ensures that significant exposures are considered by stakeholders with appropriate organizational authority. It also helps maintain consistency with the enterprise’s approved risk appetite and escalation framework.<\/span><\/p>\n

                    Question 110<\/b><\/h3>\n

                    A technology project is approaching completion. Which governance activity should occur to determine whether the investment achieved its intended outcomes?<\/b><\/p>\n

                      \n
                    1. Closing the project immediately after technical deployment<\/span><\/li>\n
                    2. Comparing actual results with approved objectives and expected benefits<\/span><\/li>\n
                    3. Measuring only the number of project meetings<\/span><\/li>\n
                    4. Confirming that all invoices have been paid<\/span><\/li>\n<\/ol>\n

                      Correct Answer:3<\/b><\/p>\n

                      Explanation<\/b><\/p>\n

                      Post-implementation evaluation should compare actual outcomes with the objectives and benefits established when the investment was approved. This can include financial returns, operational improvements, customer outcomes, risk reduction, productivity, service quality, or other defined measures. Technical deployment confirms that implementation occurred but does not prove that business value was achieved. Meeting counts and invoice completion provide administrative information but do not demonstrate benefits realization. Governance should ensure that benefits have accountable owners and that appropriate measures are reviewed after implementation. Findings can identify gaps between expected and realized value and provide lessons for future investments. This reinforces accountability and improves the quality of subsequent investment decisions.<\/span><\/p>\n

                      Question 111<\/b><\/h3>\n

                      An enterprise wants to ensure that technology decisions consider the long-term consequences of technical debt. What should governance encourage?<\/b><\/p>\n

                        \n
                      1. Evaluation of lifecycle costs, architectural impacts, risks, and future sustainability<\/span><\/li>\n
                      2. Decisions based only on immediate implementation cost<\/span><\/li>\n
                      3. Avoidance of all technology changes<\/span><\/li>\n
                      4. Selection of the cheapest available technology<\/span><\/li>\n<\/ol>\n

                        Correct Answer:2<\/b><\/p>\n

                        Explanation<\/b><\/p>\n

                        Technical debt can create future costs, limitations, security concerns, integration challenges, and reduced flexibility. Governance should encourage decision-makers to consider lifecycle implications rather than focusing only on immediate implementation costs. Evaluation should include architecture, maintainability, security, scalability, dependencies, resource requirements, future operating costs, and strategic sustainability. Avoiding all technology changes is unrealistic and can itself create outdated environments and risks. Selecting the cheapest solution may reduce short-term spending while increasing long-term costs. Governance helps ensure that technology choices are evaluated from an enterprise perspective and that significant trade-offs are understood before approval. This supports sustainable investment decisions and reduces the likelihood of hidden long-term consequences.<\/span><\/p>\n

                        Question 112<\/b><\/h3>\n

                        A business unit requests a new application without considering whether an existing enterprise platform can meet its requirements. Which governance practice should address this?<\/b><\/p>\n

                          \n
                        1. Require all applications to be approved by external vendors<\/span><\/li>\n
                        2. Evaluate existing enterprise capabilities and reuse opportunities before approving new investments<\/span><\/li>\n
                        3. Approve the request immediately to satisfy the business unit<\/span><\/li>\n
                        4. Prohibit all business-unit technology requests<\/span><\/li>\n<\/ol>\n

                          Correct Answer:4<\/b><\/p>\n

                          Explanation<\/b><\/p>\n

                          Governance should encourage organizations to evaluate existing capabilities before funding new technology. Reusing or extending an existing enterprise platform can reduce duplication, costs, integration complexity, security risks, and support requirements. This does not mean every business-unit request should be rejected; legitimate requirements may justify a new solution when existing capabilities are insufficient. External vendors should not determine internal investment priorities. A structured assessment can compare the requested capability with existing platforms, planned initiatives, architecture standards, costs, risks, and business requirements. This supports portfolio optimization and ensures that new investments are justified within the broader enterprise technology landscape rather than being approved solely because an individual department has identified a local need.<\/span><\/p>\n

                          Question 113<\/b><\/h3>\n

                          An organization wants to ensure that major IT initiatives have sufficient resources to achieve their objectives. What should governance oversee?<\/b><\/p>\n

                            \n
                          1. Resource capacity and allocation in relation to approved priorities and commitments<\/span><\/li>\n
                          2. The personal preferences of project managers<\/span><\/li>\n
                          3. Equal staffing levels for every project<\/span><\/li>\n
                          4. Resource allocation only after projects fail<\/span><\/li>\n<\/ol>\n

                            Correct Answer:1<\/b><\/p>\n

                            Explanation<\/b><\/p>\n

                            Governance should provide oversight of whether approved initiatives have adequate resources and whether those resources are allocated according to enterprise priorities. Capacity should be considered across people, funding, technology, skills, and other critical capabilities. Equal staffing does not account for differences in project complexity, strategic importance, risk, or resource requirements. Personal preferences should not determine enterprise allocation decisions. Waiting until projects fail is reactive and can increase costs and missed opportunities. Portfolio governance should identify resource constraints early and enable leadership to prioritize initiatives, adjust commitments, acquire needed capabilities, or defer lower-priority work. This improves the likelihood that strategically important investments can achieve their intended outcomes.<\/span><\/p>\n

                            Question 114<\/b><\/h3>\n

                            A governance committee receives a proposal for an IT initiative that would significantly increase operational risk. What should be examined before approval?<\/b><\/p>\n

                              \n
                            1. Only the project’s launch date<\/span><\/li>\n
                            2. Whether the risk is within approved risk appetite and whether appropriate mitigation exists<\/span><\/li>\n
                            3. Only the project’s user interface<\/span><\/li>\n
                            4. Whether the project manager supports the proposal<\/span><\/li>\n<\/ol>\n

                              Correct Answer:2<\/b><\/p>\n

                              Explanation<\/b><\/p>\n

                              A significant increase in operational risk should be evaluated against the organization’s approved risk appetite and tolerance thresholds. Governance should consider the nature and potential impact of the risk, proposed mitigation measures, residual exposure, business benefits, dependencies, regulatory implications, and available alternatives. A project should not be approved solely because of its launch date, user interface, or project manager’s support. If residual risk exceeds the authority or appetite applicable to the decision, it should be escalated to the appropriate authority. This approach ensures that risk-taking is deliberate and accountable rather than accidental. It also allows leadership to balance expected business value against the potential consequences of increased operational exposure.<\/span><\/p>\n

                              Question 115<\/b><\/h3>\n

                              Which governance practice best supports consistent treatment of significant IT investments across an enterprise?<\/b><\/p>\n

                                \n
                              1. A standardized investment approval and review process<\/span><\/li>\n
                              2. Separate undocumented approval processes for each department<\/span><\/li>\n
                              3. Approval based on personal relationships<\/span><\/li>\n
                              4. Funding projects without documented business cases<\/span><\/li>\n<\/ol>\n

                                Correct Answer:4<\/b><\/p>\n

                                Explanation<\/b><\/p>\n

                                A standardized investment approval and review process provides consistency, transparency, and accountability across the enterprise. It should define requirements for business cases, evaluation criteria, approval authorities, risk assessment, expected benefits, funding decisions, and periodic reviews. Separate undocumented processes can result in inconsistent decisions and make enterprise-wide portfolio management difficult. Personal relationships should not determine investment decisions because they reduce transparency and can introduce conflicts of interest. Funding without business cases prevents decision-makers from adequately assessing value, costs, risks, and strategic alignment. Standardization does not require every investment to follow exactly the same level of scrutiny; governance can use proportionate requirements based on investment size, complexity, risk, and strategic significance.<\/span><\/p>\n

                                Question 116<\/b><\/h3>\n

                                An organization wants to improve communication between the governing body and IT management. Which approach is most appropriate?<\/b><\/p>\n

                                  \n
                                1. Provide structured reporting with agreed metrics, risks, decisions, and escalation items<\/span><\/li>\n
                                2. Limit communication to emergency situations<\/span><\/li>\n
                                3. Replace reports with informal conversations<\/span><\/li>\n
                                4. Provide only technical system logs<\/span><\/li>\n<\/ol>\n

                                  Correct Answer:3<\/b><\/p>\n

                                  Explanation<\/b><\/p>\n

                                  Structured reporting creates a consistent communication channel between governance stakeholders and IT management. Reports should provide information relevant to oversight and decision-making, such as strategic performance, investment status, benefits, significant risks, resource constraints, compliance matters, and issues requiring escalation. Emergency-only communication prevents governing bodies from seeing trends and emerging concerns. Informal conversations can supplement formal reporting but should not replace documented governance information. Technical logs may be useful for operational teams but generally contain excessive detail for governance-level decision-making. Agreed reporting formats and frequencies improve transparency and help ensure that governing bodies receive timely information needed to challenge performance, oversee risk, and make appropriate decisions.<\/span><\/p>\n

                                  Question 117<\/b><\/h3>\n

                                  A company is assessing whether a governance control is unnecessarily burdensome. What should be considered?<\/b><\/p>\n

                                    \n
                                  1. Whether the control provides appropriate value relative to its cost, risk reduction, and business impact<\/span><\/li>\n
                                  2. Whether the control is difficult for employees to follow<\/span><\/li>\n
                                  3. Whether another company uses the same control<\/span><\/li>\n
                                  4. Whether the control has existed for many years<\/span><\/li>\n<\/ol>\n

                                    Correct Answer:1<\/b><\/p>\n

                                    Explanation<\/b><\/p>\n

                                    Governance controls should be proportionate to the risks and objectives they address. Evaluating the control’s effectiveness, cost, operational impact, and contribution to risk reduction helps determine whether it remains appropriate. A control that creates substantial administrative burden while providing little meaningful benefit may need redesign or replacement. Difficulty alone does not prove that a control is unnecessary, and another organization’s approach may not be appropriate for the enterprise’s own risk profile. The age of a control also does not determine its value. Governance should periodically review controls to confirm that they remain aligned with business requirements, regulatory expectations, risk appetite, and technological changes while avoiding unnecessary complexity.<\/span><\/p>\n

                                    Question 118<\/b><\/h3>\n

                                    An enterprise wants to ensure that IT governance decisions are supported by reliable information. What should governance emphasize?<\/b><\/p>\n

                                      \n
                                    1. Increasing the number of reports regardless of quality<\/span><\/li>\n
                                    2. Data accuracy, relevance, timeliness, and appropriate information sources<\/span><\/li>\n
                                    3. Using only information supplied by vendors<\/span><\/li>\n
                                    4. Eliminating management judgment<\/span><\/li>\n<\/ol>\n

                                      Correct Answer:3<\/b><\/p>\n

                                      Explanation<\/b><\/p>\n

                                      Effective governance depends on information that is accurate, relevant, timely, and appropriate for the decision being made. Increasing report volume without improving quality can create information overload. Vendor information may be useful, but governance should consider multiple reliable sources and validate significant claims when necessary. Management judgment remains important because governance decisions often involve uncertainty, trade-offs, and strategic considerations that cannot be resolved by data alone. Governance should establish reporting requirements, data ownership, quality expectations, and appropriate validation mechanisms. Reliable information enables governing bodies to evaluate performance, risk, investment outcomes, and strategic alignment more effectively and reduces the likelihood of decisions being based on incomplete, outdated, or misleading information.<\/span><\/p>\n

                                      Question 119<\/b><\/h3>\n

                                      An organization has completed a major IT transformation. Which governance activity can help identify improvements for future initiatives?<\/b><\/p>\n

                                        \n
                                      1. Archive all project information immediately<\/span><\/li>\n
                                      2. Conduct a structured post-implementation review and capture lessons learned<\/span><\/li>\n
                                      3. Avoid evaluating the transformation because it is complete<\/span><\/li>\n
                                      4. Review only whether the project stayed within budget<\/span><\/li>\n<\/ol>\n

                                        Correct Answer:4<\/b><\/p>\n

                                        Explanation<\/b><\/p>\n

                                        A structured post-implementation review provides an opportunity to evaluate both project execution and business outcomes. It can examine whether objectives and benefits were achieved, how effectively risks were managed, whether resources were used appropriately, and what issues or practices should be addressed in future initiatives. Capturing lessons learned creates organizational knowledge that can improve subsequent investments and governance processes. Archiving information without analysis loses valuable insight, while avoiding evaluation prevents the organization from learning from experience. Budget performance is important but represents only one aspect of success. Governance should use post-implementation findings to improve business cases, risk assessments, planning, resource allocation, and decision-making for future initiatives.<\/span><\/p>\n

                                        Question 120<\/b><\/h3>\n

                                        Which outcome best indicates that enterprise IT governance is functioning effectively?<\/b><\/p>\n

                                          \n
                                        1. IT has increased its number of procedures<\/span><\/li>\n
                                        2. Every technology decision is approved by senior executives<\/span><\/li>\n
                                        3. Technology decisions consistently support enterprise objectives while value, risk, and resources are appropriately managed<\/span><\/li>\n
                                        4. IT operations have eliminated every technology risk<\/span><\/li>\n<\/ol>\n

                                          Correct Answer:2<\/b><\/p>\n

                                          Explanation<\/b><\/p>\n

                                          Effective enterprise IT governance is demonstrated by consistent decision-making that supports organizational objectives while delivering value and managing risk and resources appropriately. Governance does not require every decision to be approved by senior executives, because appropriate delegation is necessary for efficiency and accountability. Increasing the number of procedures does not necessarily improve governance, and eliminating every technology risk is neither realistic nor required. Organizations must generally manage risk within approved appetite rather than attempt to eliminate all risk. Effective governance provides clear decision rights, strategic alignment, oversight, accountability, performance measurement, and continual improvement. The focus is therefore on achieving enterprise outcomes through informed and appropriately controlled technology decisions.<\/span><\/p>\n

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                                          View Full Isaca CGEIT Exam Dumps and Practice Test Dumps.   Question 101 An enterprise is defining its governance objectives for the next three years. Which objective should receive primary consideration? Increasing the number of IT procedures Aligning IT capabilities and investments with enterprise goals Replacing technology on a fixed schedule Increasing the size of […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":[],"categories":[1648,1647],"tags":[],"_links":{"self":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/24378"}],"collection":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/comments?post=24378"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/24378\/revisions"}],"predecessor-version":[{"id":24379,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/24378\/revisions\/24379"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=24378"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=24378"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=24378"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}