{"id":24382,"date":"2026-09-29T07:29:26","date_gmt":"2026-09-29T07:29:26","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=24382"},"modified":"2026-09-29T07:29:26","modified_gmt":"2026-09-29T07:29:26","slug":"isaca-cgeit-practice-test-questions-and-exam-dumps-part8-q141-160","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/isaca-cgeit-practice-test-questions-and-exam-dumps-part8-q141-160\/","title":{"rendered":"Isaca CGEIT Practice Test Questions and Exam Dumps Part8 Q141-160"},"content":{"rendered":"

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

 <\/p>\n

Question 141<\/b><\/h3>\n

An enterprise is reviewing its IT governance model to ensure that technology decisions support business strategy. Which activity should be performed regularly?<\/b><\/p>\n

    \n
  1. Replacing governance committee members every month<\/span><\/li>\n
  2. Reviewing strategic alignment between IT objectives and enterprise objectives<\/span><\/li>\n
  3. Measuring only the number of IT employees<\/span><\/li>\n
  4. Approving every operational change at the executive level<\/span><\/li>\n<\/ol>\n

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

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

    Regularly reviewing strategic alignment helps ensure that IT objectives, investments, capabilities, and initiatives continue to support enterprise priorities. Business strategies may change because of market conditions, organizational restructuring, regulatory requirements, or new opportunities. Governance should therefore periodically compare IT direction with current enterprise objectives and identify areas requiring adjustment. Employee numbers alone do not demonstrate strategic alignment. Replacing committee members frequently can reduce continuity, while executive approval of every operational change can create unnecessary bottlenecks. Effective governance maintains an appropriate balance between strategic oversight and operational delegation. Alignment reviews should consider value, risk, resources, architecture, stakeholder needs, and performance to ensure technology remains relevant to organizational goals.<\/span><\/p>\n

    Question 142<\/b><\/h3>\n

    A company is creating a governance process for major IT investments. Which requirement would provide the strongest basis for approval decisions?<\/b><\/p>\n

      \n
    1. A documented business case containing expected value, costs, risks, and strategic alignment<\/span><\/li>\n
    2. A verbal recommendation from the project manager<\/span><\/li>\n
    3. A vendor’s promotional proposal<\/span><\/li>\n
    4. The number of employees assigned to the project<\/span><\/li>\n<\/ol>\n

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

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

      A documented business case provides decision-makers with structured information needed to evaluate a significant investment. It should generally describe objectives, expected benefits, costs, risks, assumptions, dependencies, resource requirements, and alignment with enterprise strategy. A verbal recommendation may provide useful context but lacks sufficient evidence and consistency for major governance decisions. Vendor promotional material can inform evaluation but should not independently justify an investment. Staffing levels do not establish whether an initiative provides appropriate value. Governance should require proportional business-case information based on investment size, complexity, and risk. This creates transparency and allows competing investments to be evaluated using consistent criteria while establishing accountability for expected outcomes.<\/span><\/p>\n

      Question 143<\/b><\/h3>\n

      An enterprise has difficulty determining who is accountable for an IT service shared by several departments. What should governance establish?<\/b><\/p>\n

        \n
      1. A larger service desk<\/span><\/li>\n
      2. A single accountable owner with clearly defined responsibilities and decision authority<\/span><\/li>\n
      3. Separate service definitions for every employee<\/span><\/li>\n
      4. Informal responsibility agreements between departments<\/span><\/li>\n<\/ol>\n

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

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

        Shared services require clear accountability so that responsibilities, decisions, performance expectations, and escalation paths are not ambiguous. Governance should establish an accountable owner with appropriate authority and clearly documented responsibilities. A larger service desk may improve support capacity but does not resolve ownership issues. Creating separate service definitions for every employee would increase complexity without addressing accountability. Informal agreements can be useful for collaboration but are insufficient for sustained governance because responsibilities may change or be interpreted differently. The accountable owner should coordinate relevant stakeholders, monitor service outcomes, manage escalations, and ensure that agreed requirements are addressed. Clear ownership improves transparency and supports consistent service management.<\/span><\/p>\n

        Question 144<\/b><\/h3>\n

        An organization wants to determine whether an IT risk response remains appropriate after business conditions change. What should governance require?<\/b><\/p>\n

          \n
        1. Periodic reassessment of the risk, controls, residual exposure, and business context<\/span><\/li>\n
        2. Permanent approval of the original risk response<\/span><\/li>\n
        3. Removal of all previously accepted risks<\/span><\/li>\n
        4. Review only after the risk materializes<\/span><\/li>\n<\/ol>\n

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

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

          Risk conditions can change when business objectives, technology, regulations, threats, controls, or operating environments change. Governance should therefore require periodic reassessment of significant risks and their responses. The review should consider current risk exposure, control effectiveness, residual risk, risk appetite, business impact, and whether existing treatment remains appropriate. Permanent approval prevents adaptation, while removing all accepted risks is neither practical nor necessary. Waiting until a risk materializes is reactive and may expose the organization unnecessarily. Regular reassessment helps ensure that risk responses remain relevant and proportionate. Governance should also ensure that changes in significant risks are reported and escalated according to established thresholds and responsibilities.<\/span><\/p>\n

          Question 145<\/b><\/h3>\n

          A technology investment has delivered its planned system functionality but business users are not adopting it as expected. What should governance investigate?<\/b><\/p>\n

            \n
          1. Only the number of system servers<\/span><\/li>\n
          2. Whether adoption, business readiness, stakeholder engagement, and expected benefits were adequately addressed<\/span><\/li>\n
          3. Whether the software license was purchased on time<\/span><\/li>\n
          4. Whether the development team used the approved programming language<\/span><\/li>\n<\/ol>\n

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

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

            Successful technology adoption depends on more than technical implementation. Governance should investigate whether business users were adequately engaged, whether processes were prepared for the change, whether training and communication were sufficient, and whether the solution addresses the intended business requirements. These factors can directly affect benefits realization. Server capacity, licensing timelines, and programming language may be relevant to technical delivery but do not explain poor user adoption by themselves. Governance should compare actual adoption and outcomes with the approved business case and identify corrective actions. Benefit owners and business stakeholders should remain involved after implementation so that adoption issues can be addressed and expected value can be realized.<\/span><\/p>\n

            Question 146<\/b><\/h3>\n

            Which governance practice best helps an organization ensure that IT spending remains within approved strategic priorities?<\/b><\/p>\n

              \n
            1. Allowing departments to spend unused budgets freely<\/span><\/li>\n
            2. Monitoring the IT portfolio and comparing actual spending with approved priorities and business cases<\/span><\/li>\n
            3. Eliminating investment reviews<\/span><\/li>\n
            4. Approving all spending requests automatically<\/span><\/li>\n<\/ol>\n

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

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

              Portfolio and investment monitoring provides visibility into whether actual IT spending continues to support approved priorities and business cases. Governance should compare expenditures with approved funding, expected benefits, strategic objectives, risk considerations, and changes in business conditions. Allowing departments to spend unused budgets without review can lead to unnecessary investments and reduce enterprise-wide optimization. Eliminating investment reviews removes an important accountability mechanism, while automatic approval weakens governance controls. Ongoing monitoring allows leadership to identify variances, reassess underperforming investments, and redirect resources when priorities change. This supports financial accountability while ensuring that technology spending remains connected to enterprise strategy and expected value.<\/span><\/p>\n

              Question 147<\/b><\/h3>\n

              A company is designing governance requirements for a critical business application. Which consideration should be included?<\/b><\/p>\n

                \n
              1. Only the application’s user interface<\/span><\/li>\n
              2. Only the application’s development language<\/span><\/li>\n
              3. Business continuity, security, compliance, ownership, and service requirements<\/span><\/li>\n
              4. Only the vendor’s preferred support model<\/span><\/li>\n<\/ol>\n

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

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

                Critical business applications require governance that addresses the full range of factors affecting business continuity and value. Security, regulatory compliance, ownership, service levels, availability, recovery requirements, data protection, support responsibilities, and lifecycle management should be considered. Focusing only on the user interface or programming language provides an incomplete view of business risk. The vendor’s support model may be relevant but should be evaluated against organizational requirements rather than accepted automatically. Governance should ensure that critical applications have accountable owners and appropriate controls. It should also establish monitoring and escalation mechanisms so that significant performance, security, availability, or compliance issues receive timely attention from the appropriate stakeholders.<\/span><\/p>\n

                Question 148<\/b><\/h3>\n

                An enterprise is evaluating whether to continue a legacy application that has high operating costs. Which factor should governance consider alongside cost?<\/b><\/p>\n

                  \n
                1. Business criticality, risk, strategic relevance, alternatives, and future requirements<\/span><\/li>\n
                2. The personal preference of the application administrator<\/span><\/li>\n
                3. The number of years the application administrator has worked there<\/span><\/li>\n
                4. The application’s original purchase price only<\/span><\/li>\n<\/ol>\n

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

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

                  A legacy application should be evaluated using a broad set of criteria rather than operating cost alone. Governance should consider business criticality, current and future requirements, security and compliance risks, strategic relevance, technical sustainability, dependencies, replacement alternatives, and total lifecycle cost. An administrator’s personal preference or tenure does not determine whether the application remains appropriate. Original purchase price also provides limited information because ongoing operating, support, modernization, and risk costs may be significant. A structured application portfolio review can determine whether the system should be retained, modernized, replaced, consolidated, or retired. This ensures that lifecycle decisions are based on enterprise value and risk rather than isolated cost considerations.<\/span><\/p>\n

                  Question 149<\/b><\/h3>\n

                  An organization wants to ensure that governance committees do not make decisions without sufficient information. What should be established?<\/b><\/p>\n

                    \n
                  1. A requirement for decision proposals to include defined minimum information and supporting analysis<\/span><\/li>\n
                  2. A rule that all decisions must be delayed for one year<\/span><\/li>\n
                  3. A policy allowing decisions based only on verbal recommendations<\/span><\/li>\n
                  4. A requirement that only technical information be presented<\/span><\/li>\n<\/ol>\n

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

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

                    Governance decisions should be supported by sufficient and relevant information. Establishing minimum information requirements helps ensure that proposals contain the evidence needed for appropriate evaluation. Depending on the decision, this may include objectives, expected benefits, costs, risks, alternatives, resource requirements, dependencies, compliance considerations, and recommendations. Delaying all decisions for a year is impractical and may prevent timely action. Verbal recommendations alone may omit important assumptions or evidence. Restricting information to technical details can prevent decision-makers from understanding business value and risk. Governance should use proportionate information requirements based on decision significance while ensuring that governing bodies can challenge assumptions and make informed decisions.<\/span><\/p>\n

                    Question 150<\/b><\/h3>\n

                    A company is implementing a new governance framework and wants employees to understand their responsibilities. Which activity should be prioritized?<\/b><\/p>\n

                      \n
                    1. Communicating roles, responsibilities, policies, decision rights, and escalation procedures<\/span><\/li>\n
                    2. Providing employees with only technical documentation<\/span><\/li>\n
                    3. Restricting governance information to executives<\/span><\/li>\n
                    4. Eliminating all governance terminology<\/span><\/li>\n<\/ol>\n

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

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

                      Employees need to understand how governance affects their responsibilities and decisions. Communication should explain relevant roles, responsibilities, policies, decision rights, approval requirements, and escalation procedures in language appropriate to each stakeholder group. Technical documentation alone may not explain governance expectations. Restricting information to executives can create confusion at operational levels, while eliminating governance terminology does not address the underlying need for clarity. Awareness activities should be supported by training, procedures, management reinforcement, and accessible guidance. Employees should understand which decisions they can make independently, which require approval, and when issues must be escalated. This strengthens accountability and helps ensure consistent application of the governance framework throughout the enterprise.<\/span><\/p>\n

                      Question 151<\/b><\/h3>\n

                      An enterprise is reviewing whether its IT governance structure provides adequate oversight of information assets. What should be clearly defined?<\/b><\/p>\n

                        \n
                      1. Information ownership and accountability for protection, use, and lifecycle decisions<\/span><\/li>\n
                      2. The brand of storage hardware<\/span><\/li>\n
                      3. The number of information systems alone<\/span><\/li>\n
                      4. The preferred software vendor<\/span><\/li>\n<\/ol>\n

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

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

                        Information governance depends on clear ownership and accountability throughout the information lifecycle. Owners should understand responsibilities related to appropriate use, protection, access, retention, classification, sharing, and disposal. Storage hardware, system counts, and vendor preferences are technical or operational details and do not establish who is accountable for information-related decisions. Governance should align information responsibilities with business requirements, legal obligations, security considerations, and risk appetite. Clear ownership also supports consistent access decisions and helps ensure that information is protected according to its importance and sensitivity. Periodic reviews can confirm that ownership remains appropriate when organizational structures, business processes, or regulatory requirements change.<\/span><\/p>\n

                        Question 152<\/b><\/h3>\n

                        A governance body is concerned that IT projects are consuming resources without producing measurable outcomes. Which governance mechanism should be strengthened?<\/b><\/p>\n

                          \n
                        1. Project documentation standards only<\/span><\/li>\n
                        2. Benefits tracking and post-implementation performance reviews<\/span><\/li>\n
                        3. Technical certification requirements<\/span><\/li>\n
                        4. The number of project meetings<\/span><\/li>\n<\/ol>\n

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

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

                          Benefits tracking and post-implementation reviews provide evidence about whether IT investments are producing the outcomes used to justify their approval. Governance should establish expected benefits and appropriate measures during investment planning and then monitor actual results after implementation. Documentation standards can improve consistency but do not directly demonstrate value. Technical certifications may improve capability but do not establish whether investments are producing business outcomes. Meeting frequency also does not indicate value realization. Benefits monitoring should have accountable owners and should compare actual performance with approved expectations. If benefits are not being achieved, governance can require corrective action, reassess the investment, or capture lessons for future initiatives.<\/span><\/p>\n

                          Question 153<\/b><\/h3>\n

                          An organization has multiple technology committees with overlapping responsibilities. What should governance do?<\/b><\/p>\n

                            \n
                          1. Add another committee to coordinate them<\/span><\/li>\n
                          2. Allow all committees to continue independently<\/span><\/li>\n
                          3. Review governance structures, responsibilities, decision rights, and overlaps<\/span><\/li>\n
                          4. Remove all governance committees immediately<\/span><\/li>\n<\/ol>\n

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

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

                            Overlapping committees can create duplicated approvals, conflicting decisions, delays, and unclear accountability. Governance should review the structure to identify duplicated responsibilities, unclear authorities, unnecessary approval layers, and gaps in oversight. Adding another committee may increase complexity rather than solve the problem. Allowing committees to continue independently can perpetuate conflicts, while removing all committees could eliminate necessary oversight. The review should clarify the purpose and authority of each governance body, define decision rights, establish escalation relationships, and determine whether consolidation or restructuring is appropriate. Effective governance structures should provide sufficient oversight while remaining efficient and understandable to stakeholders across the organization.<\/span><\/p>\n

                            Question 154<\/b><\/h3>\n

                            A company wants to ensure that technology investments are not approved solely because they use popular emerging technologies. What should governance require?<\/b><\/p>\n

                              \n
                            1. Evidence of business need, expected value, strategic alignment, and risk assessment<\/span><\/li>\n
                            2. Approval from the technology vendor<\/span><\/li>\n
                            3. Adoption whenever competitors use the technology<\/span><\/li>\n
                            4. A guarantee that the technology will never become obsolete<\/span><\/li>\n<\/ol>\n

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

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

                              Emerging technology should be evaluated based on enterprise needs and expected outcomes rather than popularity or competitive pressure alone. Governance should require evidence of business need, strategic alignment, expected value, risks, costs, architecture implications, regulatory considerations, and resource requirements. Vendor approval does not establish whether an investment is appropriate for the organization. Competitor adoption may be an input into strategic analysis but should not automatically justify investment. No technology can be guaranteed to remain current indefinitely, so governance should instead consider lifecycle sustainability and adaptability. A disciplined evaluation process helps organizations pursue useful innovation while avoiding investments driven primarily by trends rather than measurable business requirements.<\/span><\/p>\n

                              Question 155<\/b><\/h3>\n

                              Which activity best supports governance oversight of an organization’s IT sourcing strategy?<\/b><\/p>\n

                                \n
                              1. Evaluating sourcing options against business objectives, risk, capabilities, cost, and long-term requirements<\/span><\/li>\n
                              2. Selecting suppliers based only on lowest price<\/span><\/li>\n
                              3. Outsourcing all IT functions automatically<\/span><\/li>\n
                              4. Allowing vendors to determine the sourcing strategy<\/span><\/li>\n<\/ol>\n

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

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

                                IT sourcing decisions should consider a range of enterprise factors, including strategic objectives, required capabilities, total cost, risks, service quality, regulatory obligations, internal capabilities, vendor dependencies, and long-term sustainability. Selecting solely on lowest price can overlook service quality, security, resilience, and lifecycle costs. Automatically outsourcing all functions ignores situations where internal capabilities may provide greater strategic value or control. Vendors can provide useful market information but should not determine the organization’s sourcing strategy. Governance should establish consistent evaluation criteria and ensure that significant sourcing decisions receive appropriate oversight. Contractual responsibilities, performance monitoring, continuity arrangements, and exit strategies should also be considered when external providers are involved.<\/span><\/p>\n

                                Question 156<\/b><\/h3>\n

                                An enterprise discovers that a major IT risk is approaching its escalation threshold. What should the risk owner do?<\/b><\/p>\n

                                  \n
                                1. Ignore the threshold until the next annual review<\/span><\/li>\n
                                2. Reduce the reported risk rating without evidence<\/span><\/li>\n
                                3. Escalate according to the established governance process<\/span><\/li>\n
                                4. Transfer the risk automatically to internal audit<\/span><\/li>\n<\/ol>\n

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

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

                                  Risk thresholds are established to determine when an exposure requires additional management attention or escalation. When a risk approaches or exceeds a defined threshold, the risk owner should follow the established governance process and provide appropriate information to the relevant authority. Ignoring the threshold can delay necessary action, while changing the rating without evidence undermines risk reporting. Internal audit generally provides independent assurance and should not automatically become the owner of operational or business risks. Escalation may lead to additional mitigation, risk acceptance, transfer, or other action depending on the circumstances. Clear thresholds and escalation procedures help ensure that significant risks receive timely attention consistent with enterprise risk appetite.<\/span><\/p>\n

                                  Question 157<\/b><\/h3>\n

                                  A business unit wants to introduce a technology solution that could create significant integration problems with existing enterprise systems. Which governance function should be involved?<\/b><\/p>\n

                                    \n
                                  1. Enterprise architecture and relevant technology governance stakeholders<\/span><\/li>\n
                                  2. Only the purchasing department<\/span><\/li>\n
                                  3. Only the software vendor<\/span><\/li>\n
                                  4. The facilities management team<\/span><\/li>\n<\/ol>\n

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

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

                                    Enterprise architecture governance should be involved when a proposed technology solution could affect integration, interoperability, security, data flows, scalability, or existing technology standards. Architecture specialists can assess how the proposed solution fits within the broader technology environment and identify potential dependencies or conflicts. Purchasing may manage commercial processes, but it should not independently determine architectural suitability. Vendors can provide technical information but may have commercial interests and should not replace internal governance. Facilities management is generally unrelated to application integration decisions. Appropriate architecture review helps prevent isolated technology choices from creating technical debt, duplication, or operational complexity and ensures that significant technology decisions remain aligned with enterprise architecture principles.<\/span><\/p>\n

                                    Question 158<\/b><\/h3>\n

                                    A governance committee wants to determine whether IT services are delivering sufficient value to the business. Which information is most useful?<\/b><\/p>\n

                                      \n
                                    1. The number of IT employees<\/span><\/li>\n
                                    2. Service outcomes, business impact, user requirements, costs, risks, and performance measures<\/span><\/li>\n
                                    3. The number of internal technology meetings<\/span><\/li>\n
                                    4. The quantity of technical documentation<\/span><\/li>\n<\/ol>\n

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

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

                                      Service value should be evaluated using information that connects IT performance with business outcomes. Relevant measures can include service quality, business impact, user requirements, cost, risk, availability, productivity, customer outcomes, and achievement of agreed objectives. Employee numbers, meeting counts, and documentation volume may describe activity but do not demonstrate whether services are delivering sufficient value. Governance should compare actual service outcomes with agreed requirements and strategic expectations. Where performance is inadequate, leadership should determine whether service improvements, additional investment, redesign, sourcing changes, or other actions are appropriate. A balanced view of cost, performance, risk, and business value supports informed governance decisions and helps ensure that technology services remain relevant to enterprise needs.<\/span><\/p>\n

                                      Question 159<\/b><\/h3>\n

                                      An organization is reviewing its governance framework after a significant regulatory requirement has changed. What should be updated if necessary?<\/b><\/p>\n

                                        \n
                                      1. Only employee job titles<\/span><\/li>\n
                                      2. Only hardware inventories<\/span><\/li>\n
                                      3. Governance policies, responsibilities, controls, reporting, and decision processes affected by the requirement<\/span><\/li>\n
                                      4. Only vendor marketing materials<\/span><\/li>\n<\/ol>\n

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

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

                                        Regulatory changes can affect policies, responsibilities, controls, reporting requirements, decision processes, contracts, information handling, and monitoring activities. Governance should identify which elements of the framework are affected and update them where necessary. Employee titles, hardware inventories, and vendor marketing materials do not generally address the governance implications of a regulatory change. A structured regulatory change process should assess applicability, identify gaps, assign accountable owners, prioritize remediation, and establish monitoring. Governance should also ensure that relevant stakeholders understand new requirements and that evidence of compliance can be produced. Periodic review helps prevent outdated policies or controls from remaining in place after regulatory expectations have changed.<\/span><\/p>\n

                                        Question 160<\/b><\/h3>\n

                                        An enterprise wants to improve governance maturity over the next year. Which approach is most appropriate?<\/b><\/p>\n

                                          \n
                                        1. Implement every possible governance control immediately<\/span><\/li>\n
                                        2. Assess current capabilities, identify gaps, prioritize improvements, and measure progress<\/span><\/li>\n
                                        3. Focus exclusively on increasing the IT budget<\/span><\/li>\n
                                        4. Change the governance structure without assessing current performance<\/span><\/li>\n<\/ol>\n

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

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

                                          Improving governance maturity requires a structured assessment of the current state followed by prioritized improvements. The organization should evaluate governance capabilities, decision rights, accountability, strategic alignment, value management, risk oversight, performance measurement, stakeholder engagement, and existing processes. Gaps can then be prioritized according to business impact, risk, feasibility, and available resources. Implementing every possible control immediately can create unnecessary complexity and administrative burden. Increasing the IT budget does not automatically improve governance, and changing structures without understanding existing weaknesses may create new problems. Progress should be measured using defined objectives and indicators so leadership can determine whether improvements are producing meaningful governance outcomes over time.<\/span><\/p>\n

                                           <\/p>\n","protected":false},"excerpt":{"rendered":"

                                          View Full Isaca CGEIT Exam Dumps and Practice Test Dumps.   Question 141 An enterprise is reviewing its IT governance model to ensure that technology decisions support business strategy. Which activity should be performed regularly? Replacing governance committee members every month Reviewing strategic alignment between IT objectives and enterprise objectives Measuring only the number 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\/24382"}],"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=24382"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/24382\/revisions"}],"predecessor-version":[{"id":24383,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/24382\/revisions\/24383"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=24382"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=24382"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=24382"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}