Pass Using CGEIT Exam Dumps

 An IT investment portfolio is a collection of IT projects, programs, and services that are funded and implemented by an enterprise to achieve its strategic and operational objectives. An IT investment portfolio should be reviewed first to ensure IT congruence with the new business strategy, as it would help to align the IT investments with the business goals, priorities, and needs. A review of the IT investment portfolio would also help to identify and evaluate the current and planned IT initiatives, assess their costs, benefits, risks, and value, and optimize the allocation of IT resources and capabilities. The other options are not as relevant, as they are more related to the execution or delivery of IT activities, rather than the planning or direction of them. References: : CGEIT Review Manual (Digital Version), Chapter 3: Benefits Realization, Section 3.2: IT Investment Management, Subsection 3.2.1: IT Investment Management Overview, Page 97 : CGEIT Review Manual (Digital Version), Chapter 3: Benefits Realization, Section 3.2: IT Investment Management, Subsection 3.2.4: IT Investment Management Process, Page 104 : The Power of IT Investment Risk Quantification and Visualization: IT Portfolio Management

IT principles and policies are the documents that best reflect the ethical values adopted by an IT organization. IT principles are the high-level statements that express the fundamental beliefs and values of the organization regarding the use and management of IT. IT policies are the specific rules and guidelines that implement the IT principles and ensure compliance with ethical standards and regulations. IT principles and policies help to align IT with business objectives, foster a culture of trust and responsibility, and promote good governance practices. References := CGEIT Exam Content Outline, Domain 1: Governance of Enterprise IT, Subtopic A: Governance Framework, Task 2: Ensure that a framework is in place to support the alignment of IT with enterprise objectives, enabling value creation. Ethics for IT Professionals/Professional Code of Ethics, Ethical Code section. Values and Ethics in Information Systems, Introduction section. Purpose, Ethical Values, Culture and Behaviours, Ethical Values section.

Applying behavioral change management is the greatest challenge to implementing IT governance, as it involves changing the culture, mindset, and behavior of the people who are affected by or involved in IT governance. IT governance is not just a technical or procedural issue, but also a human and organizational one. Therefore, it requires effective communication, education, motivation, and leadership to ensure that the stakeholders understand, accept, and support the IT governance objectives, principles, and practices. The other options are not as challenging, as they can be addressed by following established methods, frameworks, and standards for IT governance. References: : CGEIT Review Manual (Digital Version), Chapter 1: Governance of Enterprise IT, Section 1.2: IT Governance Frameworks and Standards, Subsection 1.2.1: IT Governance Frameworks and Standards Overview, Page 17 : CGEIT Review Manual (Digital Version), Chapter 1: Governance of Enterprise IT, Section 1.4: Implementing and Maintaining an IT Governance Framework, Subsection 1.4.2: Implementing an IT Governance Framework, Page 29 : CGEIT Preparation Tips and the Timelessness of Good Governance1

The CIO’s first course of action should be to report the risk to executive management, as they are ultimately responsible for the strategic direction and risk appetite of the enterprise. Reporting the risk will help to ensure that executive management is aware of the potential impact and consequences of the change in business direction, and that they can make informed decisions about how to proceed. Reporting the risk will also help to establish a clear communication channel and a collaborative relationship between the IT function and the business function, which are essential for effective IT governance and risk management.

Recommending delaying the business change is not the first course of action, as it may not be feasible or desirable for the enterprise. The CIO should not interfere with the business objectives or priorities without first understanding the rationale and expectations of executive management. The CIO should also not assume that the risk is unacceptable or unmanageable without conducting a proper risk assessment and analysis.

Implementing IT changes to align with the plan is not the first course of action, as it may be premature or inappropriate for the IT function to act on the change in business direction without first consulting with executive management and other stakeholders. The CIO should not initiate or approve any IT changes without first understanding the scope, requirements, benefits, and risks of the change, and without following the established change management process and procedures.

Planning for the corresponding IT reorganization is not the first course of action, as it may be unnecessary or counterproductive for the IT function to restructure its resources, roles, and responsibilities without first communicating with executive management and other stakeholders. The CIO should not assume that the change in business direction will require a major IT reorganization without first evaluating the current and future state of the IT environment, and without considering the impact on the IT performance, efficiency, and effectiveness.

References := IT Risk Resources | ISACA, Risk Management Best Practices section. IT Risk Management Process & Frameworks - ProjectManager, How to Manage Risk in IT section. Complete Guide to IT Risk Management | CompTIA, How to Implement an Effective Risk Management Strategy section. IT Risk Management Best Practices | Risk Management Strategies, Continuous Evaluation section. 6 Best Practices in Cybersecurity Risk Management - Indusface, Communication of Risks section.