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Data conversion is the process of transforming data from one format or system to another. It is a critical activity in any data migration or integration project, as it affects the quality, accuracy, and usability of the data. Therefore, IT governance should mandate that data conversion has documented approvals from business process data owners, who are the stakeholders responsible for defining and maintaining the data requirements, standards, and quality for their respective business processes. This ensures that the data conversion meets the business needs and expectations, as well as complies with the relevant policies and regulations. References:

CGEIT Review Manual 2021, Chapter 4: Resource Optimization, Section 4.2: Data Management, page 1651

CGEIT Review Questions, Answers & Explanations Manual 2021, Question 10, page 252

Data Conversion: Definition, Best Practices, and Examples3

Data Governance Roles and Responsibilities4

 Key performance indicators (KPIs) are the best source of information for the IT steering committee to evaluate whether a third-party supplier is delivering the correct level of service, as they are metrics that measure the achievement of specific goals or objectives. KPIs can help the committee assess the quality, efficiency, effectiveness, and value of the supplier’s services, as well as their alignment with the enterprise’s strategy and expectations. KPIs can also help the committee identify and address any issues or gaps in the supplier’s performance, as well as monitor and report on their progress and improvement.

Service portfolio management, vendor status reports, and operational cost reduction reports are also useful sources of information for the IT steering committee, but they are not as comprehensive and reliable as KPIs. Service portfolio management is the process of managing the lifecycle of IT services, from conception to retirement. Service portfolio management can help the committee understand the scope, objectives, and benefits of the supplier’s services, as well as their interdependencies and risks. Vendor status reports are documents that provide updates on the supplier’s activities, deliverables, milestones, and issues. Vendor status reports can help the committee track and communicate the status of the supplier’s services, as well as identify and resolve any problems or conflicts. Operational cost reduction reports are documents that show how the supplier’s services have reduced or optimized the enterprise’s operationalcosts. Operational cost reduction reports can help the committee evaluate the financial impact and return on investment (ROI) of the supplier’s services.

References := Performance Measurement Metrics for IT Governance; KPIs for Corporate Governance Dashboard - BSC Designer; feature Performance Measurement Metrics for IT Governance - ISACA; Performance Measurement Metrics for IT Governance - ISACA.

Internal audit is an independent and objective function that provides assurance and consulting services to the enterprise on the effectiveness and efficiency of its governance, risk management,and control processes1. By including internal audit as a stakeholder, the enterprise can benefit from its knowledge, expertise, and perspective on IT-related issues and risks, such as IT strategy alignment, IT performance measurement, IT value delivery, IT resource management, IT risk management, and IT compliance2. Internal audit can also provide input on the design, implementation, and evaluation of the IT governance framework, policies, standards, and procedures, as well as recommend improvements and best practices2. Therefore, internal audit provides input on relevant issues and control processes, which is the most important reason to include it as a stakeholder when establishing clear roles for the governance of IT.

The other options are not as important or accurate as option D. Internal audit does not have knowledge and technical expertise to advise on IT infrastructure, as this is not its primary role or responsibility. Internal audit is not accountable for the overall enterprise governance of IT, as this is the responsibility of the board of directors and senior management3. Internal audit does not implement controls over IT risks and security, as this is the responsibility of the IT function and other business units4.

The best way for the CIO to validate IT’s preparedness for adopting wearable technology to improve business performance is to request an enterprise architecture (EA) review. An EAreview is a comprehensive analysis of the current and future state of the enterprise’s IT architecture, including its alignment with the business strategy, goals, and objectives. An EA review can help identify the gaps, risks, opportunities, and requirements for implementing wearable technology in the enterprise, as well as evaluate the feasibility, costs, benefits, and impacts of the initiative. An EA review can also provide recommendations and guidance for the design, development, integration, and governance of wearable technology solutions within the enterprise’s IT environment. According to COBIT 5, one of the seven enablers of IT governance is enterprise architecture1. The EA review is also part of the IT governance domain 2: Strategic Alignment2. References := 1: COBIT 5: A Business Framework for the Governance and Management of Enterprise IT, ISACA, page 312: CGEIT Review Manual 2023, ISACA, page 69.

The aspect of information governance that best enables an enterprise to avoid duplication of records and promote consistency of data is data modeling. Data modeling is the process of creating and maintaining a logical representation of the data structures, relationships, and constraints that exist in an enterprise’s data sources, such as databases, applications, or systems. Data modeling can help ensure that the data is accurate, complete, and standardized across the enterprise, as well as facilitate the integration, analysis, and sharing of data. Data modeling can also help improve the data quality, security, and governance, as well as support the business processes and decisions that rely on data. What is Data Modeling? Definition & Best Practices provides an overview of data modeling and its benefits.

According to the ISACA paper on IT Governance Reporting1, the IT strategy committee is a board-level committee that is responsible for overseeing and guiding the IT strategy and governance of the enterprise. The IT strategy committee helps to ensure that IT supports and enables the achievement of the enterprise’s strategy, objectives and goals, and that IT delivers value, benefits and competitive advantage to the enterprise. One of the decisions that would be made by the IT strategy committee is the composition of the investment portfolio, which is the set of IT projects and programs that are selected, prioritized, funded and monitored by the enterprise. The composition of the investment portfolio reflects the strategic alignment, value proposition and risk profile of IT, as well as the resource allocation and optimization of IT. The other options are not decisions that would be made by the IT strategy committee, but rather by other IT governance bodies or roles, such as the IT steering committee, the IT management team, or the chief information officer (CIO). References: IT Governance Reporting, IT Strategy Committee

The MOST effective way to ensure that IT supports the agile needs of an enterprise is to develop a robust enterprise architecture (EA). Enterprise architecture is the practice that supports organizations to understand the complexity of their own business components so they can be changed in a consistent way1. Enterprise architecture provides a framework for change, linked to both strategic direction and business value. It provides organization views to manage complexity,support continuous change, and keep the adequate level of balance between risk and innovation1. Enterprise architecture is also key to support strategic decision making, to provide guidance and guardrails to IT teams that are focused on agile delivery solutions2.

Some of the benefits of developing a robust enterprise architecture for an agile enterprise are3:

It aligns the IT objectives and activities with the business strategy and expectations

It enables faster and more effective delivery of IT solutions that meet customer needs and expectations

It reduces waste, duplication, and technical debt by promoting reuse, standardization, and integration of IT assets

It fosters innovation and experimentation by providing a clear vision, direction, and roadmap for new and emerging technologies

It enhances collaboration and communication among stakeholders by providing a common language and understanding of the organization’s architecture

Therefore, developing a robust enterprise architecture is the most effective way to ensure that IT supports the agile needs of an enterprise.

An enterprise that has identified potential environmental disasters that could occur in the area where its data center is located should next assess the likelihood and impact on the data center, because this would help to evaluate the level of risk and prioritize the appropriate risk response strategies. The likelihood and impact assessment should consider the frequency, severity, duration, and scope of the potential disasters, and the potential consequences for the data center’s availability, integrity, confidentiality, and performance12. References := ISACA, CGEIT Review Manual, 7th Edition, 2019, page 75-76.

 The best way to prevent adverse effects to the enterprise resulting from the new technology is to develop key risk indicators (KRIs), because they are metrics that measure the potential impact and likelihood of the risks associated with the new technology, and provide early warning signals for taking corrective actions. KRIs can help the enterprise to monitor and manage the risks of integrating the new technology with the current IT infrastructure, and to ensure that the expected benefits and value are realized12. References := ISACA, CGEIT Review Manual, 7th Edition, 2019, page 75-76.