From an IT governance perspective, which of the following would be the MOST significant impact of moving all IT applications to an external Software as a Service (SaaS) cloud provider?
Correct Answer: B
* This is because moving all IT applications to an external SaaS cloud provider means that the organization is outsourcing the development, deployment, maintenance, and operation of its IT applications to a third-party vendor. This implies that the organization is relinquishing some control and ownership over its IT applications, and relying on the vendor to provide the required functionality, performance, quality, and security1. Therefore, the organization needs to shift its focus from delivering IT services internally to managing IT services externally. This involves the following activities2: * Establishing and maintaining a clear and comprehensive contract or service level agreement (SLA) with the SaaS vendor that defines the roles, responsibilities, expectations, and outcomes of both parties2 * Monitoring and measuring the SaaS vendor's compliance with the contract or SLA, and ensuring that the vendor meets the agreed service levels, standards, and metrics2 * Communicating and collaborating with the SaaS vendor regularly, and resolving any issues, conflicts, or changes that may arise during the service delivery2 * Evaluating and improving the effectiveness and efficiency of the SaaS vendor's service delivery, and identifying and implementing any opportunities for innovation or optimization2 * Managing the risks and challenges associated with outsourcing IT services to a SaaS vendor, such as data privacy, security, availability, compatibility, integration, dependency, cost, and performance issues2 The shift from service delivery to service management can have a significant impact on the IT governance framework, processes, policies, and practices of the organization. It can also affect the IT skills, roles, and responsibilities of the IT staff and stakeholders. Therefore, the organization needs to adapt and adjust its IT governance approach accordingly to ensure that it can effectively oversee and optimize its IT services in a SaaS environment3. The other options, the integration of the IT department with business lines, the improvement of IT service alignment with business, and the necessity to update key risk indicators (KRIs) are not as significant as the shift from service delivery to service management for moving all IT applications to an external SaaS cloud provider from an IT governance perspective. They are more related to the outcomes or consequences of moving to a SaaS environment, rather than the impact or change itself. They may also not be unique or specific to a SaaS environment, as they may apply to other types or models of IT service delivery as well.
Question 167
Which of the following processes contained in the Portfolio Management domain of Val IT establishes an investment threshold?
Correct Answer: D
Question 168
Which of the following domains of CGEIT aims to guarantee that the IT enables and supports the achievement of business objectives through the integration of IT strategic plans with business strategic plans and the alignment of IT services with enterprise operations?
Correct Answer: C
Question 169
An IT steering committee is concerned that enterprise technologies have grown stagnant and are outdated. Which of the following is the BEST strategy to invest in modem technology?
Correct Answer: D
Question 170
An enterprise embarked on an aggressive strategy requiring the implementation of several large IT projects impacting multiple business processes across all departments. Initially employees were supportive of the strategy, but there is growing fatigue and frustration with the ongoing new capabilities which must be learned. Which of the following would be the BEST action performed by senior management?
Correct Answer: A
This is because an organizational change management program is a systematic approach to managing the human side of change and ensuring that the people affected by the change are ready, willing, and able to adopt it1. An organizational change management program can help to address the fatigue and frustration of the employees by providing them with clear communication, stakeholder engagement, training and coaching, leadership support, and feedback mechanisms2. An organizational change management program can also help to increase the success rate and benefits realization of the IT projects by reducing resistance, enhancing collaboration, and improving performance3. The other options are less effective than option A, as they do not address the root cause of the problem or provide a comprehensive solution. Establishing "Reward and Recognition" efforts to boost employee morale may be helpful, but not sufficient, to overcome the fatigue and frustration of the employees. Rewards and recognition can motivate and appreciate the employees for their efforts and achievements, but they do not necessarily help them to cope with the changes or learn the new capabilities4. Improving the system development life cycle (SDLC) process may be useful, but not relevant, to address the fatigue and frustration of the employees. The SDLC process is a framework that defines the tasks and activities involved in developing, testing, deploying, and maintaining IT systems. While improving the SDLC process can enhance the quality and efficiency of IT systems, it does not directly affect the employees' readiness or willingness to adopt them. Assessing current business and IT competencies may be important, but not enough, to address the fatigue and frustration of the employees. Assessing competencies can help to identify the gaps and needs of the employees in terms of knowledge, skills, and abilities required for their roles. However, assessing competencies alone does not provide any solutions or support for closing those gaps or meeting those needs.
