Legit CGEIT Exam Download

Identifying gaps in information asset protection should be the first high-level initiative for a newly created IT strategy committee in order to support the business goal of making IT security a priority. This initiative would help to assess the current state of IT security, identify the risks and vulnerabilities that may compromise the confidentiality, integrity, and availability of information assets, and determine the actions and resources needed to address them. The other options are not as high-level, as they are more related to the implementation or execution of IT security, rather than the planning or direction of it. References: : CGEIT Review Manual (Digital Version), Chapter 1: Governance of Enterprise IT, Section 1.3: Strategic Management, Subsection 1.3.2: Strategic Management Process, Page 23 : CGEIT Review Manual (Digital Version), Chapter 4: Risk Optimization, Section 4.3: IT Risk Management, Subsection 4.3.2: IT Risk Management Process, Page 156 : CGEIT Review Manual (Digital Version), Chapter 5: Resource Optimization, Section 5.3: Security Resource Management, Subsection 5.3.1: Security Resource Management Overview, Page 192 : What is CGEIT? A certification for seasoned IT governance professionals1

A business impact analysis (BIA) is a process of predicting the organizational and financial impact of business disruptions, such as vendor system failures. A BIA can help the CIO to prepare for this concern by identifying the critical business processes, the potential effects of disruption, and the recovery requirements and strategies. A BIA can also help the CIO to prioritize the resources and actions needed to restore the normal operations as quickly as possible1. A BIA is an essential component of business continuity planning (BCP) and disaster recovery planning (DRP)2.

An IT balanced scorecard is a tool that measures and monitors the performance of IT in relation to the strategic goals and objectives of the organization. An IT balanced scorecard can help the CIO to evaluate the effectiveness and efficiency of IT, but it does not address the impact of business disruptions or the recovery plans.

Service-level metrics are indicators that measure and report the quality and availability of IT services delivered to the customers or users. Service-level metrics can help the CIO to track and improve the service delivery, but they do not assess the impact of business disruptions or the recovery plans.

An IT procurement policy is a document that defines the rules and procedures for acquiring IT products and services from external vendors. An IT procurement policy can help the CIO to manage the vendor relationships, contracts, and risks, but it does not analyze the impact of business disruptions or the recovery plans. References: How To Conduct Business Impact Analysis in 8 Easy Steps. The Top 10 Vendor Risks & How to Manage Them. What is FMEA? Failure Mode & Effects Analysis. Definition of Business Impact Analysis (BIA). [IT Balanced Scorecard: Definition, Frameworks, Examples]. [Service Level Metrics: Definition, Types, Examples]. [IT Procurement Policy: Definition, Components, Examples].

The most important reason for selecting IT key risk indicators (KRIs) is to increase the probability of achieving IT goals. IT KRIs are metrics that show the level of exposure or likelihood of occurrence of IT-related risks that may affect the achievement of IT objectives. By selecting and monitoring IT KRIs, the organization can identify and manage the potential threats and opportunities that may impact the IT performance and value. IT KRIs can also help to trigger corrective or preventive actions, communicate risk information, and support decision-making and improvement processes

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