Isaca Certified in the Governance of Enterprise IT Exam CGEIT Exam Dumps: Updated Questions & Answers (November 2025)

An independent assessment is a review by a third party of an authorization decision, a product, a service, or a system to verify its quality, functionality, compliance, or performance. An independent assessment can help identify and mitigate potential risks, errors, or defects before they cause problems or failures. An independent assessment can also provide an objective and unbiased opinion on the suitability and effectiveness of a solution for a specific purpose or context.

By requiring an independent assessment of solutions prior to implementation, the enterprise can ensure that the solutions meet the functional requirements and specifications, as well as the security and privacy standards and policies. This can prevent issues such as the malfunctioning of role-based access control, which could compromise the confidentiality, integrity, and availability of sensitive data. An independent assessment can also help evaluate the compatibility and interoperability of solutions with existing systems and processes, and provide recommendations for improvement or optimization.

Some examples of independent assessment methods are:

Independent verification and validation (IV&V): A process that checks whether a system meets its defined requirements and specifications, and whether it fulfills its intended purpose and functions.

Independent technical review (ITR): A process that evaluates the technical aspects of a system, such as its design, architecture, performance, reliability, security, usability, maintainability, and scalability.

Independent security assessment (ISA): A process that assesses the security posture of a system, such as its vulnerability to threats, its compliance with security standards and regulations, its implementation of security controls and measures, and its response to security incidents.

IT governance is the process of ensuring that IT supports the business objectives and strategies of the enterprise, and that IT investments and resources are aligned with the enterprise’s needs and priorities. When individual business units design their own IT solutions without consulting the IT department, they may create solutions that are not compatible with the existing enterprise goals, such as customer satisfaction, operational efficiency, regulatory compliance, or innovation. This can result in duplication of efforts, waste of resources, increased complexity, security risks, or missed opportunities. Therefore, it is important for IT governance to establish a clear vision, strategy, and framework for IT that guides the business units in developing andimplementing IT solutions that support the enterprise goals. Some examples of IT governance frameworks are COBIT1, ITIL2, and ISO/IEC 385003. References :=

COBIT | ISACA

ITIL | AXELOS

ISO/IEC 38500:2015(en), Information technology — Governance of IT for the organization

A risk assessment is the process of identifying, analyzing, and evaluating the potential risks that may affect the achievement of an objective or the performance of an activity. A risk assessment should be done first when concerns have been identified regarding the financial viability of a potential software supplier, as it can help determine the likelihood and impact of the supplier’s failure or default on the enterprise’s IT project or operation. A risk assessment can also help identify and prioritize the mitigation strategies or contingency plans that can be implemented to reduce or avoid the negative consequences of the supplier’s financial instability.

Implementing an escrow agreement, including a right-to-audit clause in the contract, and licensing the intellectual property are possible actions to take after performing a risk assessment, but they are not the first step. An escrow agreement is a legal arrangement that involves a third party holding and releasing the software source code or other critical assets of the supplier in case of a dispute or termination of the contract. An escrow agreement can help protect the enterprise’s access and rights to the software in case of the supplier’s bankruptcy or insolvency. Including a right-to-audit clause in the contract is a provision that allows the enterprise to inspect and verify the financial records and statements of the supplier, as well as their compliance with the contract terms and conditions. A right-to-audit clause can help monitor and evaluate the supplier’s financial performance and stability, as well as detect any fraud or misrepresentation. Licensing the intellectual property is a process that grants the enterprise a legal permission to use, modify, or distribute the software or other creations of the supplier, subject to certain limitations and obligations. Licensing the intellectual property can help secure the enterprise’s ownership and control over the software, as well as prevent any infringement or violation by other parties.

References := How to check the viability of your suppliers; Financial Viability - Business Model Viability - Aktia Solutions; How to Assess Manufacturing Vendors’ Viability; Assessing Financial Viability.

 According to the CGEIT exam guide, a root cause analysis (RCA) is a systematic process of identifying and analyzing the factors that cause an undesirable event or condition. It helps to determine the underlying causes of problems and issues, and to prevent their recurrence. A root cause analysis is the best way to enable the CIO to build a corrective action plan, as it provides a clear understanding of the reasons why IT service levels consistently fall below those outlined in the SLA, and suggests possible solutions and improvements. The other options are not sufficient to build a corrective action plan, as they do not address the root causes of the SLA failure. References: CGEIT Exam Candidate Guide, page 15. CGEIT Certification, Root Cause Analysis

For Zero Trust architecture, which emphasizes "never trust, always verify,"evaluating the vendor’s security practices is critical. A thorough security assessment ensures that the vendor aligns with Zero Trust principles, such as identity verification, micro-segmentation, and continuous monitoring.

Although having a feature list and contracting template are important downstream activities, and benchmarking can help shortlist vendors, thecore of Zero Trust lies in trust minimization and verification. Hence, vetting a vendor's capability to enforce security controls is paramount.

Understanding the root causeis the essential first step. The CEO shouldwork with regional leadershipto gather context before applying solutions or imposing changes. This collaborative approach ensures that corrective actions are informed, targeted, and not based on assumptions.

Other steps like reviewing business cases or revising benefits calculations may follow, butdiagnosis must come before treatment.

Integrating IT security policies into individual performance objectives is the best way to support the objective of driving a cultural shift to enhance compliance with IT security policies. This is because performance objectives are specific, measurable, achievable, relevant, and time-bound (SMART) goals that define what each employee is expected to accomplish and how they will be evaluated1. By integrating IT security policies into performance objectives, the enterprise can:

Communicate the importance and value of IT security policies to each employee2

Motivate and incentivize employees to comply with IT security policies2

Monitor and measure employees’ compliance with IT security policies2

Provide feedback and recognition to employees who comply with IT security policies2

Identify and address any gaps or issues in employees’ compliance with IT security policies2

Integrating IT security policies into performance objectives can help to create a culture of accountability, responsibility, and awareness for IT security within the enterprise. It can also help to align the individual goals of employees with the organizational goals of IT governance.

The other options, communicating IT security policies on a regular basis, acknowledging and signing IT security policies by each employee, and centrally posting IT security policies with detailed instructions are not as effective as integrating IT security policies into performance objectives for supporting the objective of driving a cultural shift to enhance compliance with IT security policies. They are more related to the dissemination and implementation of IT security policies, rather than their integration and evaluation. They may not have a significant impact on the behavior and attitude of employees towards IT security policies, as they may not provide sufficient motivation, feedback, or recognition for compliance. They may also be perceived as passive, formal, or coercive methods of enforcing IT security policies, rather than active, informal, or collaborative methods of engaging employees in IT security policies. References := Performance Objectives - SMART Goals - BusinessBalls, How toIntegrate Security Into Employee Performance Objectives, IT Security Policy: Key Components & Best Practices for Every Business …

Comprehensive and Detailed Explanation:

The CGEIT Review Manual 8th Edition, in its Benefits Realization domain, focuses on evaluating IT investments to estimate and realize benefits. Estimating benefits for a SaaS application requires quantifying expected financial and operational outcomes to justify the investment.

Option C: Expected monetary value is the best method. This approach calculates the probable financial benefits (e.g., cost savings, revenue growth) by weighting potential outcomes by their probabilities. For a SaaS application, it might estimate benefits like reduced IT maintenance costs or increased productivity, factoring in uncertainties. The manual likely references COBIT 2019’s APO05-Managed Portfolio, which includes value estimation techniques for IT investments.

Option A: Monte Carlo analysis is used for risk assessment, not direct benefit estimation, as it models scenarios with probabilities.

Option B: Total cost of ownership (TCO) focuses on costs, not benefits, though it complements benefit analysis.

Option D: Heuristic methods rely on subjective judgment, lacking the precision needed for benefit estimation.

Double Verification: The answer aligns with COBIT’s value management processes and the CGEIT domain’s emphasis on quantifying benefits. Expected monetary value is a standard financial technique in ISACA’s frameworks.

ISACA CGEIT Review Manual 8th Edition, Domain 3: Benefits Realization (focus on benefit estimation).

COBIT 2019, APO05-Managed Portfolio.

ISACA Glossary (for definitions of expected monetary value), available at https://www.isaca.org/resources/glossary.

When IT staff fail to keep skills current despite available training, the issue often lies in a lack of targeted, individualized development plans. The CGEIT Review Manual 8th Edition recommends creating personalized skills development plans to ensure that training aligns with both individual and organizational needs.

Extract from CGEIT Review Manual 8th Edition (Domain 2: IT Resources):"To address skill gaps, enterprises should establish individualized skills development plans that align employee training with emerging technologies and business needs. These plans ensure that training is relevant, targeted, and effectively utilized to maintain a skilled workforce." (Approximate reference: Domain 2, Section on Skills Development)

Establishing an agreed-upon skills development plan with each employee (option D) ensures that training is tailored to the specific technologies critical to the business and that employees are accountable for skill development.

Why not the other options?

A. Provide incentives for IT staff to attend outside conferences and training: Incentives may encourage participation but do not ensure that training addresses specific skill gaps.

B. Require human resources (HR) to recruit new talent using an established IT skills matrix: Recruiting is a last resort and does not address the current staff’s skill deficiencies.

C. Create a standard-setting center of excellence for IT: A center of excellence may set standards but does not directly address individual skill development.

Standardization of technical platforms can help optimize infrastructure investments by reducing complexity, increasing interoperability, and enabling economies of scale.

 Change management is the process of planning, implementing, and managing the human side of change in an organization. Change management aims to minimize the resistance and disruption caused by a change, and maximize the adoption and benefits of the change1. Deploying a new enterprise-wide tool is a significant change that affects the way people work, communicate, and collaborate. Therefore, the best way for a CIO to manage the organizational impact of this change is to implement change management practices, such as:

Assessing the readiness and impact of the change on the stakeholders

Developing a communication and engagement plan to inform and involve the affected parties

Providing training and support to help the users learn and use the new tool

Measuring and monitoring the progress and outcomes of the change

Reinforcing and sustaining the change through feedback and recognition

Project management, risk management, and resource management are also important aspects of deploying a new enterprise-wide tool, but they are not sufficient to address the human side of change. Project management focuses on delivering the project on time, on budget, and on scope2. Risk management identifies, analyzes, and mitigates the potential threats and opportunities associated with the project3. Resource management allocates and optimizes the use of human, financial, and physical resources for the project4. However, none of these processes directly deal with the behavioral and emotional aspects of change, such as overcoming resistance, building commitment, and creating a culture of change. Therefore, change management is the best way for a CIO to manage the organizational impact of deploying a new enterprise-wide tool.

 A common risk management taxonomy is a set of terms and definitions that are used consistently across the enterprise to describe, measure, and report on risks. A common risk management taxonomy is essential for integrating IT risk with the ERM framework, as it enables a common understanding of risk concepts, categories, and levels among different stakeholders and functions. A common risk management taxonomy also facilitates the aggregation and comparison of risks across the enterprise, and supports the alignment of risk appetite and tolerance with business objectives12. References: 1: Integrated Enterprise IT Risk Management (ERM) Programs - CohnReznick3 2: Introducing Risk Taxonomy - ISACA4

After receiving recommendations, thefirst logical step is to evaluate the feasibility—this includes assessing alignment with strategic goals, resource availability, risk tolerance, and operational impact.

Implementing or planning without a feasibility assessment may result in impractical or misaligned actions.

Comprehensive and Detailed Explanation:

The CGEIT Review Manual 8th Edition, in its Governance of Enterprise IT domain, emphasizes the role of enterprise architecture (EA) in ensuring IT investments align with business strategies. If EA is not being leveraged, governance processes must enforce its use during project execution.

Option B: Require EA review at key milestones is the best approach. Integrating EA reviews into project stage gates (e.g., design, implementation) ensures that IT investments adhere to the EA’s standards, principles, and roadmap. For example, a review might confirm that a new system aligns with the EA’s technology stack. The manual likely references COBIT 2019’s APO03-Managed Enterprise Architecture, which advocates for EA integration in project governance.

Option A: Form a team to update EA regularly is proactive but doesn’t enforce EA use in projects.

Option C: Publish and train on the EA document raises awareness but lacks enforcement.

Option D: Adopt a globally recognized EA framework is unnecessary if an EA exists, as the issue is leverage, not framework choice.

Double Verification: The answer aligns with COBIT’s EA governance processes and the CGEIT domain’s focus on project alignment. Milestone reviews are a standard ISACA practice for EA enforcement.

ISACA CGEIT Review Manual 8th Edition, Domain 1: Governance of Enterprise IT (focus on enterprise architecture).

COBIT 2019, APO03-Managed Enterprise Architecture.

ISACA Glossary (for definitions of EA), available at https://www.isaca.org/resources/glossary.

IT portfolio performance metrics must reflect the value delivered to the business, making business unit stakeholders’ input critical. The CGEIT Review Manual 8th Edition emphasizes that business stakeholders are the primary source for defining metrics that align with business objectives.

Extract from CGEIT Review Manual 8th Edition (Domain 5: Benefits Realization):"When establishing metrics to monitor IT portfolio performance, the input of business unit stakeholders is most important, as they define the business objectives and value expectations that the IT portfolio must deliver." (Approximate reference: Domain 5, Section on Performance Metrics)

Considering the input of business unit stakeholders (option D) ensures that metrics measure outcomes that matter to the business, such as revenue growth, customer satisfaction, or operational efficiency.

Why not the other options?

A. Project management office (PMO): The PMO focuses on project execution, not business value definition.

B. IT executives: IT executives provide technical input, but business stakeholders define value.

C. The chief executive officer (CEO): The CEO may set high-level goals, but business units provide detailed requirements.