{"id":24384,"date":"2026-09-29T07:29:42","date_gmt":"2026-09-29T07:29:42","guid":{"rendered":"https:\/\/www.examlabs.com\/certification\/?p=24384"},"modified":"2026-09-29T07:29:42","modified_gmt":"2026-09-29T07:29:42","slug":"isaca-cgeit-practice-test-questions-and-exam-dumps-part9-q161-180","status":"publish","type":"post","link":"https:\/\/www.examlabs.com\/certification\/isaca-cgeit-practice-test-questions-and-exam-dumps-part9-q161-180\/","title":{"rendered":"Isaca CGEIT Practice Test Questions and Exam Dumps Part9 Q161-180"},"content":{"rendered":"

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

 <\/p>\n

Question 161<\/b><\/h3>\n

An enterprise is planning its IT strategy for the next three years. Which factor should governance primarily ensure is addressed?<\/b><\/p>\n

    \n
  1. The number of technology meetings held each month<\/span><\/li>\n
  2. Alignment between IT capabilities, enterprise objectives, risks, and future business needs<\/span><\/li>\n
  3. The personal preferences of individual IT managers<\/span><\/li>\n
  4. The age of existing office equipment<\/span><\/li>\n<\/ol>\n

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

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

    An effective IT strategy should establish how technology capabilities will support current and future enterprise objectives. Governance should ensure that strategic planning considers business priorities, required capabilities, investment needs, risks, architecture, resources, regulatory obligations, and expected changes in the business environment. Meeting frequency and equipment age may provide operational information but do not establish strategic direction. Individual manager preferences should not override enterprise priorities. Governance should also ensure that the IT strategy is periodically reviewed because business objectives, technology opportunities, competitive conditions, and risks can change. A well-aligned strategy provides a foundation for investment prioritization and helps ensure that technology resources are directed toward sustainable enterprise outcomes.<\/span><\/p>\n

    Question 162<\/b><\/h3>\n

    A company has several IT investments competing for limited funding. Which governance approach is most appropriate?<\/b><\/p>\n

      \n
    1. Fund the projects proposed by the largest department<\/span><\/li>\n
    2. Approve projects in the order they were submitted<\/span><\/li>\n
    3. Prioritize investments using consistent criteria such as strategic alignment, value, risk, and resource requirements<\/span><\/li>\n
    4. Fund every project equally<\/span><\/li>\n<\/ol>\n

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

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

      When resources are constrained, governance should provide a consistent method for comparing competing investments. Criteria may include strategic alignment, expected benefits, risk, regulatory requirements, urgency, dependencies, resource availability, and total cost. Funding projects based on department size or submission order does not necessarily reflect enterprise priorities. Equal funding can also result in insufficient resources for strategically important initiatives. A portfolio-based approach allows decision-makers to compare investments across the organization and allocate resources where they are expected to provide appropriate enterprise value. The criteria should be transparent and applied consistently so that stakeholders understand how priorities are established and why investment decisions may change as business circumstances evolve.<\/span><\/p>\n

      Question 163<\/b><\/h3>\n

      An IT governance committee discovers that a project has exceeded its approved risk tolerance. What should be the immediate governance response?<\/b><\/p>\n

        \n
      1. Review the changed risk exposure and determine whether escalation or corrective action is required<\/span><\/li>\n
      2. Continue the project without review<\/span><\/li>\n
      3. Remove the risk from the project register<\/span><\/li>\n
      4. Automatically cancel the project<\/span><\/li>\n<\/ol>\n

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

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

        When a project exceeds an established risk tolerance, governance should reassess the exposure and determine the appropriate response. The committee should review the nature and impact of the risk, existing controls, mitigation options, residual exposure, and authority required for acceptance or escalation. Continuing without review weakens the purpose of risk thresholds. Removing the risk from the register eliminates visibility without addressing the underlying exposure. Automatic cancellation may be inappropriate because the project could still provide significant value if risks can be managed. Governance should make a documented decision based on risk appetite, business objectives, available mitigation, and expected outcomes, with escalation performed when the exposure exceeds delegated authority.<\/span><\/p>\n

        Question 164<\/b><\/h3>\n

        Which practice best supports accountability for expected benefits from a major IT investment?<\/b><\/p>\n

          \n
        1. Assigning responsibility only to the technical project manager<\/span><\/li>\n
        2. Assigning a business owner responsible for monitoring and realizing the expected outcomes<\/span><\/li>\n
        3. Measuring only whether the project finished on schedule<\/span><\/li>\n
        4. Closing all benefit records when implementation ends<\/span><\/li>\n<\/ol>\n

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

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

          Benefits from IT investments are generally realized through changes in business processes, behavior, services, or capabilities, so accountability should include an appropriate business owner. The business owner can monitor whether expected outcomes are being achieved, coordinate corrective actions, and communicate benefit performance to governance bodies. Technical project managers are accountable for project delivery but may not control the business conditions necessary for benefit realization. Schedule performance is useful but does not demonstrate business value. Closing benefit records at implementation prevents continued monitoring. Governance should establish benefit measures, owners, target outcomes, and review points so that actual results can be compared with expectations after implementation.<\/span><\/p>\n

          Question 165<\/b><\/h3>\n

          An organization is developing an enterprise policy for the use of cloud services. What should governance emphasize?<\/b><\/p>\n

            \n
          1. Allowing every department to select providers independently<\/span><\/li>\n
          2. Using only the provider’s standard security terms<\/span><\/li>\n
          3. Establishing requirements for risk, security, compliance, data ownership, contracts, and service continuity<\/span><\/li>\n
          4. Prohibiting all cloud services regardless of business requirements<\/span><\/li>\n<\/ol>\n

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

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

            Cloud governance should establish enterprise requirements that address the risks and responsibilities associated with using external computing services. Important areas include security, privacy, regulatory compliance, data ownership, access management, contractual obligations, service levels, resilience, monitoring, incident management, and exit arrangements. Allowing departments to independently select providers can create inconsistent controls and unnecessary duplication. Provider terms should be evaluated against organizational requirements rather than automatically accepted. A blanket prohibition may prevent the enterprise from using appropriate capabilities where cloud services can provide legitimate value. Governance should establish consistent principles and decision criteria while allowing risk-based exceptions where justified and properly approved.<\/span><\/p>\n

            Question 166<\/b><\/h3>\n

            A governance committee wants better visibility into whether IT resources are being used efficiently. Which measure would be most useful?<\/b><\/p>\n

              \n
            1. Comparison of resource utilization with approved capacity, demand, priorities, and business requirements<\/span><\/li>\n
            2. Number of employees attending IT meetings<\/span><\/li>\n
            3. Number of technology products purchased<\/span><\/li>\n
            4. Number of emails sent by the IT department<\/span><\/li>\n<\/ol>\n

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

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

              Resource efficiency should be assessed by comparing actual utilization and demand with available capacity and approved enterprise priorities. This can reveal underutilized capabilities, capacity constraints, duplication, skills shortages, or opportunities to redirect resources. Meeting attendance, product counts, and email volumes are activity measures and do not reliably demonstrate whether resources are being used effectively. Governance should consider financial, human, technological, and service resources when evaluating efficiency. Resource information should also be connected to strategic priorities so that optimization does not simply reduce utilization but ensures that important capabilities remain adequately supported. Regular portfolio and capacity reviews can help leadership make informed allocation decisions.<\/span><\/p>\n

              Question 167<\/b><\/h3>\n

              A business unit proposes a technology exception because an enterprise standard would significantly delay a critical initiative. What should governance require?<\/b><\/p>\n

                \n
              1. Automatic approval because the initiative is critical<\/span><\/li>\n
              2. Documentation of the justification, risks, compensating controls, duration, and appropriate approval<\/span><\/li>\n
              3. Permanent exemption from the enterprise standard<\/span><\/li>\n
              4. Approval from the vendor providing the technology<\/span><\/li>\n<\/ol>\n

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

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

                Technology exceptions should be managed through a defined governance process rather than granted automatically. The request should document why the standard cannot reasonably be followed, the associated risks, affected systems, compensating controls, duration, and accountable owner. Appropriate authority should review and approve the exception based on established criteria. A critical initiative may justify an exception, but its importance does not eliminate the need for risk assessment. Permanent exemptions can create uncontrolled deviations from enterprise architecture or security requirements. Vendor approval is also insufficient because governance responsibility remains with the enterprise. Time-bound exceptions with monitoring and review help maintain flexibility while preserving accountability and control.<\/span><\/p>\n

                Question 168<\/b><\/h3>\n

                An enterprise wants to improve the quality of information presented to its IT governance committee. Which action should be taken?<\/b><\/p>\n

                  \n
                1. Define data quality, relevance, timeliness, and accountability requirements for governance reporting<\/span><\/li>\n
                2. Increase the number of reports regardless of their usefulness<\/span><\/li>\n
                3. Remove all performance metrics<\/span><\/li>\n
                4. Allow each department to use unrelated reporting definitions<\/span><\/li>\n<\/ol>\n

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

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

                  Governance decisions depend on reliable information. Establishing requirements for data quality, relevance, accuracy, consistency, timeliness, and accountability helps ensure that reports provide a dependable basis for decision-making. Simply increasing report volume can overwhelm decision-makers without improving insight. Removing performance metrics would reduce visibility into outcomes, while unrelated definitions across departments can make comparisons difficult and potentially misleading. Governance reporting should focus on information that supports strategic decisions, risk oversight, value management, resource allocation, and performance monitoring. Clear ownership of reported data and standardized definitions improve confidence in governance information and make it easier to identify trends, exceptions, and areas requiring management attention.<\/span><\/p>\n

                  Question 169<\/b><\/h3>\n

                  A company is evaluating whether to centralize certain IT governance decisions. Which factor should be considered?<\/b><\/p>\n

                    \n
                  1. Whether centralization will eliminate every local business requirement<\/span><\/li>\n
                  2. Whether all technology decisions can be made by the CIO alone<\/span><\/li>\n
                  3. The need to balance enterprise consistency with appropriate business-unit responsiveness<\/span><\/li>\n
                  4. Whether business units can operate without any governance<\/span><\/li>\n<\/ol>\n

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

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

                    Governance structures should balance enterprise-wide consistency with the need for business units to respond to legitimate local requirements. Centralization can improve standardization, oversight, economies of scale, and risk management, while excessive centralization may slow decisions or fail to reflect business-specific needs. Governance should therefore define which decisions require enterprise authority and which can be delegated within established boundaries. The objective is not to eliminate local requirements or allow unrestricted autonomy. Decision rights should be clear, supported by accountability and escalation mechanisms. A well-designed model allows appropriate flexibility while maintaining consistent enterprise principles, policies, risk thresholds, and strategic alignment.<\/span><\/p>\n

                    Question 170<\/b><\/h3>\n

                    A major IT project has repeatedly missed milestones and requires additional funding. What should the governance body examine before approving further investment?<\/b><\/p>\n

                      \n
                    1. Whether the project team has held enough meetings<\/span><\/li>\n
                    2. The revised business case, remaining risks, expected benefits, dependencies, and alternatives<\/span><\/li>\n
                    3. Whether the original project name remains appropriate<\/span><\/li>\n
                    4. Whether the project has enough technical documentation<\/span><\/li>\n<\/ol>\n

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

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

                      Additional funding should be based on an updated assessment of whether continuing the project remains justified. Governance should review the revised business case, remaining costs, expected benefits, risks, dependencies, delivery status, assumptions, and available alternatives. This may reveal that the project should continue, be redesigned, paused, or terminated. Meeting frequency and project naming do not provide sufficient evidence for an investment decision. Technical documentation can support evaluation but does not establish business justification by itself. Governance should also consider whether the original strategic assumptions remain valid. A documented reassessment promotes accountability and prevents additional resources from being committed solely because substantial investment has already been made.<\/span><\/p>\n

                      Question 171<\/b><\/h3>\n

                      Which activity most directly supports effective oversight of third-party IT providers?<\/b><\/p>\n

                        \n
                      1. Monitoring contractual performance, risks, compliance, service levels, and agreed outcomes<\/span><\/li>\n
                      2. Allowing the provider to define its own performance measures<\/span><\/li>\n
                      3. Reviewing the provider only when the contract expires<\/span><\/li>\n
                      4. Measuring only the provider’s invoice amount<\/span><\/li>\n<\/ol>\n

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

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

                        Third-party governance requires ongoing oversight of whether providers meet contractual and business expectations. Monitoring should cover service levels, performance indicators, security and compliance obligations, risks, incidents, continuity requirements, and agreed business outcomes. Allowing a provider to define all performance measures without enterprise oversight can create conflicts of interest. Waiting until contract expiration may allow significant problems to continue without timely intervention. Invoice amounts provide financial information but do not demonstrate service quality or business value. Governance should establish accountable internal owners, reporting requirements, escalation procedures, and periodic reviews. Significant providers should also be evaluated for dependency, concentration, resilience, and exit risks throughout the relationship.<\/span><\/p>\n

                        Question 172<\/b><\/h3>\n

                        An enterprise is introducing a governance dashboard for executives. What should determine which metrics are included?<\/b><\/p>\n

                          \n
                        1. The availability of data rather than business relevance<\/span><\/li>\n
                        2. The number of metrics that can fit on one page<\/span><\/li>\n
                        3. The metrics most directly related to strategic objectives, value, risk, and performance<\/span><\/li>\n
                        4. The preferences of individual system administrators<\/span><\/li>\n<\/ol>\n

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

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

                          Executive governance dashboards should focus on information that supports strategic oversight and decision-making. Metrics should be selected based on their relationship to enterprise objectives, IT value, risk exposure, resource performance, compliance, and important service outcomes. Data availability alone should not determine what is reported because easily available measures may not be meaningful. A fixed number of metrics can also exclude important information or encourage unnecessary aggregation. System administrator preferences are generally operational rather than governance-focused. Effective dashboards use concise, reliable, and actionable indicators with clear definitions and appropriate thresholds. Exceptions, trends, and significant deviations should be visible so executives can identify areas requiring attention without being overwhelmed by operational detail.<\/span><\/p>\n

                          Question 173<\/b><\/h3>\n

                          A new business strategy requires capabilities that are not currently available in the IT organization. What should governance ensure?<\/b><\/p>\n

                            \n
                          1. That the gap is assessed and addressed through an appropriate capability, resource, sourcing, or investment plan<\/span><\/li>\n
                          2. That the strategy is changed to match existing IT capabilities<\/span><\/li>\n
                          3. That the capability gap is ignored until implementation begins<\/span><\/li>\n
                          4. That all required capabilities are outsourced immediately<\/span><\/li>\n<\/ol>\n

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

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

                            Strategic alignment requires IT to understand capability gaps created by current and future business objectives. Governance should ensure that gaps are assessed and addressed through an appropriate combination of internal development, training, technology investment, sourcing, partnerships, process changes, or other approaches. Changing business strategy simply because existing IT capabilities are insufficient may prevent the enterprise from pursuing important objectives. Ignoring gaps until implementation begins can create delays and unmanaged risks. Immediate outsourcing is also not automatically appropriate because strategic, financial, security, regulatory, and capability considerations must be evaluated. A structured capability roadmap allows leadership to understand required investments and dependencies before major commitments are made.<\/span><\/p>\n

                            Question 174<\/b><\/h3>\n

                            An organization wants to ensure that IT governance decisions remain transparent and auditable. Which practice should be established?<\/b><\/p>\n

                              \n
                            1. Verbal approval for all major decisions<\/span><\/li>\n
                            2. Informal discussions without records<\/span><\/li>\n
                            3. Centralized documentation of decisions, rationale, authority, and relevant evidence<\/span><\/li>\n
                            4. Allowing each executive to maintain private decision records<\/span><\/li>\n<\/ol>\n

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

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

                              Decision traceability requires sufficient documentation to show what was decided, why it was decided, who had authority, and what information supported the decision. Centralized or appropriately controlled records improve transparency, accountability, and auditability. Verbal approvals and informal discussions may be appropriate for minor operational matters but are insufficient for significant governance decisions. Private records maintained independently by executives can create inconsistent evidence and make later review difficult. Governance should define documentation requirements proportionate to decision significance. Records may include proposals, analyses, approvals, exceptions, conditions, and follow-up actions. Maintaining traceable decisions also helps organizations learn from previous governance outcomes and demonstrate that decision rights were exercised appropriately.<\/span><\/p>\n

                              Question 175<\/b><\/h3>\n

                              A governance committee is assessing whether a new technology initiative complies with enterprise architecture principles. What should the committee review?<\/b><\/p>\n

                                \n
                              1. Only the proposed user interface<\/span><\/li>\n
                              2. Architecture standards, integration requirements, security principles, data considerations, and technology dependencies<\/span><\/li>\n
                              3. Only the project’s marketing plan<\/span><\/li>\n
                              4. Only the supplier’s implementation schedule<\/span><\/li>\n<\/ol>\n

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

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

                                Architecture governance evaluates whether proposed technology solutions fit within the enterprise’s established architectural direction. Relevant considerations can include technology standards, integration patterns, data architecture, security requirements, interoperability, scalability, infrastructure dependencies, and lifecycle implications. The user interface may be relevant to usability but does not establish architectural compliance. Marketing plans and supplier schedules can provide supporting information but are not substitutes for architecture assessment. Governance should identify significant deviations and determine whether exceptions are justified, documented, and approved. Early architecture review can reduce duplication, integration problems, technical debt, and unnecessary complexity. It also helps ensure that individual initiatives contribute to a coherent and sustainable enterprise technology environment.<\/span><\/p>\n

                                Question 176<\/b><\/h3>\n

                                An organization has established an IT risk appetite, but project teams rarely reference it when making decisions. What should governance do?<\/b><\/p>\n

                                  \n
                                1. Remove the risk appetite statement<\/span><\/li>\n
                                2. Make risk appetite part of investment, project, and escalation decision criteria<\/span><\/li>\n
                                3. Allow each project to establish an unrelated risk appetite<\/span><\/li>\n
                                4. Transfer responsibility for risk appetite to external vendors<\/span><\/li>\n<\/ol>\n

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

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

                                  Risk appetite is useful only when it influences actual decisions. Governance should integrate the organization’s risk appetite and tolerance levels into investment evaluation, project risk assessment, escalation criteria, control design, and risk acceptance decisions. Removing the statement eliminates an important governance reference point. Allowing each project to establish an unrelated appetite can create inconsistent risk-taking across the enterprise. Vendors may manage risks associated with their services, but enterprise risk appetite remains an organizational responsibility. Governance should communicate relevant thresholds, provide guidance on their application, and monitor whether significant decisions remain within approved boundaries. This creates a connection between enterprise risk direction and practical technology decision-making.<\/span><\/p>\n

                                  Question 177<\/b><\/h3>\n

                                  A business process depends on an IT capability scheduled for retirement. What should governance require?<\/b><\/p>\n

                                    \n
                                  1. Identification and management of dependencies before the capability is retired<\/span><\/li>\n
                                  2. Immediate retirement because the capability is already obsolete<\/span><\/li>\n
                                  3. Ignoring the dependency until the retirement date<\/span><\/li>\n
                                  4. Allowing the affected business unit to resolve the issue without governance visibility<\/span><\/li>\n<\/ol>\n

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

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

                                    Retiring an IT capability requires consideration of business, technical, data, contractual, and operational dependencies. Governance should ensure that affected processes and services are identified and that transition or replacement plans are developed before retirement. Immediate retirement without dependency analysis could disrupt critical business activities. Waiting until the retirement date reduces the time available to address problems. Business units may participate in resolving dependencies, but significant impacts should remain visible through appropriate governance channels. Retirement decisions should consider risk, costs, strategic relevance, alternatives, and continuity requirements. Effective lifecycle governance helps organizations remove outdated capabilities while protecting business operations and ensuring that required functionality is available through appropriate replacement or transition arrangements.<\/span><\/p>\n

                                    Question 178<\/b><\/h3>\n

                                    Which characteristic is most important when defining governance performance indicators?<\/b><\/p>\n

                                      \n
                                    1. They should measure only activities completed by IT staff<\/span><\/li>\n
                                    2. They should be difficult to calculate so that they appear comprehensive<\/span><\/li>\n
                                    3. They should be linked to governance objectives and provide meaningful decision-making information<\/span><\/li>\n
                                    4. They should remain unchanged regardless of business strategy<\/span><\/li>\n<\/ol>\n

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

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

                                      Governance performance indicators should provide meaningful evidence about whether governance objectives are being achieved. Indicators should be relevant, understandable, reliable, and connected to areas such as strategic alignment, value delivery, risk management, resource optimization, compliance, and decision effectiveness. Activity counts alone may show workload but not governance outcomes. Complexity does not make a metric more useful, and indicators should evolve when objectives or business circumstances change. Governance should periodically review whether indicators remain relevant and whether they encourage the desired behavior. Well-designed measures help leadership identify trends, exceptions, and improvement opportunities while avoiding excessive reporting that consumes resources without supporting meaningful decisions.<\/span><\/p>\n

                                      Question 179<\/b><\/h3>\n

                                      An organization wants to strengthen governance during a period of rapid business growth. Which action is most appropriate?<\/b><\/p>\n

                                        \n
                                      1. Freeze all technology investments<\/span><\/li>\n
                                      2. Increase governance oversight without considering business growth<\/span><\/li>\n
                                      3. Reassess governance capacity, decision rights, risks, resources, and technology priorities<\/span><\/li>\n
                                      4. Remove existing policies to accelerate every decision<\/span><\/li>\n<\/ol>\n

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

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

                                        Rapid business growth can change technology demand, resource requirements, risk exposure, regulatory obligations, and decision complexity. Governance should therefore reassess whether existing structures and capabilities remain appropriate. This may include reviewing decision rights, resource capacity, investment priorities, architecture, risk management, stakeholder representation, and performance reporting. Freezing technology investment could prevent necessary capabilities from being developed. Increasing oversight without adapting governance capacity may create bottlenecks. Removing policies can increase inconsistency and unmanaged risk. A structured reassessment allows governance to scale appropriately while preserving accountability and strategic alignment. Governance should remain flexible enough to support growth without sacrificing control, transparency, or responsible decision-making.<\/span><\/p>\n

                                        Question 180<\/b><\/h3>\n

                                        What is the strongest indication that an enterprise IT governance framework is functioning effectively?<\/b><\/p>\n

                                          \n
                                        1. The organization has a large number of IT policies<\/span><\/li>\n
                                        2. Governance meetings occur frequently<\/span><\/li>\n
                                        3. Every IT decision requires executive approval<\/span><\/li>\n
                                        4. IT decisions consistently support business objectives while managing value, risk, resources, and accountability<\/span><\/li>\n<\/ol>\n

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

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

                                          Effective IT governance is demonstrated through the quality and outcomes of decisions rather than the volume of policies or meetings. A functioning framework helps ensure that technology decisions support enterprise objectives, deliver expected value, manage risk within approved boundaries, optimize resources, and maintain clear accountability. A large policy library does not necessarily indicate effective governance if policies are poorly understood or applied. Frequent meetings can consume resources without improving decisions, and requiring executive approval for every decision can create unnecessary delays. Effective governance establishes appropriate decision rights and oversight while allowing operational matters to be delegated. Performance should be assessed using evidence of alignment, value delivery, risk management, compliance, and accountability.<\/span><\/p>\n

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                                          View Full Isaca CGEIT Exam Dumps and Practice Test Dumps.   Question 161 An enterprise is planning its IT strategy for the next three years. Which factor should governance primarily ensure is addressed? The number of technology meetings held each month Alignment between IT capabilities, enterprise objectives, risks, and future business needs The personal preferences […]<\/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\/24384"}],"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=24384"}],"version-history":[{"count":1,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/24384\/revisions"}],"predecessor-version":[{"id":24385,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/posts\/24384\/revisions\/24385"}],"wp:attachment":[{"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/media?parent=24384"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/categories?post=24384"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.examlabs.com\/certification\/wp-json\/wp\/v2\/tags?post=24384"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}