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The EGIT implementation life cycle consists of four stages: initiating an EGIT program, defining the EGIT implementation road map, developing the EGIT implementation program plan, and executing the EGIT implementation program plan. The third stage, developing the EGIT implementation program plan, involves identifying and defining the success metrics for the EGIT continual improvement program. These metrics should be aligned with the enterprise goals and objectives, and should measure the performance and outcomes of the EGIT processes and practices. The success metrics should also be SMART (specific, measurable, achievable, relevant, and time-bound), and should be communicated to all stakeholders involved in the EGIT program. References: : COBIT 2019 Design Guide: Designing an Information & Technology Governance Solution, page 26 1 : COBIT 2019 Design Guide: Designing an Information & Technology Governance Solution, page 41 

According to the COBIT 2019 Framework: Introduction and Methodology, one of the imperative factors to the successful implementation of IT governance is that IT governance is sponsored by executives. Executive sponsorship ensures that IT governance has sufficient authority, resources and support from the top management of the organization. Executive sponsorship also demonstrates commitment and leadership for IT governance, and fosters a culture of accountability and collaboration among stakeholders.3, p. 33-34 References: 3: COBIT 2019 Framework: Introduction and Methodology

The enterprise goal of compliance with external laws and regulations is aligned to the financial dimension of the balanced scorecard (BSC). The BSC is a strategic performance management tool that helps enterprises to translate their vision and strategy into operational objectives and measures. The BSC consists of four dimensions: financial, customer, internal, and growth. The financial dimension focuses on the financial performance and value creation of the enterprise. Compliance with external laws and regulations is one of the 17 generic enterprise goals defined by COBIT that supports the financial dimension.12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Framework: Governance and Management Objectives

 Sharing the return on investment (ROI) analysis is the best way to address the concern of business line managers who perceive the cost of governance-required improvements as too expensive. ROI is a financial metric that measures the profitability or efficiency of an investment by comparing its benefits and costs. ROI analysis is a process of calculating and presenting the ROI of a project or program, as well as its assumptions, risks, and uncertainties. Sharing the ROI analysis with business line managers can help to address their concern by showing them how the governance-required improvements will generate value for the enterprise in terms of increased revenue, reduced costs, enhanced performance, improved quality, etc., as well as how they will outweigh their initial and ongoing costs.12 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Implementation Guide: Implementing an Information and Technology Governance Solution

The governance system design workflow is a workflow that describes how an enterprise can design and implement a governance system using COBIT 2019. The governance system design workflow consists of six steps: determine initial scope; identify relevant design factors; prioritize governance and management objectives; define target capability levels; identify gaps; finalize scope. The governance system design workflow allows for consideration of all design factors in order to develop a customized governance system. The design factors are the characteristics or conditions that influence how an enterprise designs and implements its governance system using COBIT 2019. The design factors include aspects such as enterprise strategy archetype; enterprise goals; IT-related goals; risk profile; IT deployment; threat landscape; compliance requirement; operating environment; size of enterprise; culture; stakeholders; etc. By considering all design factors in the governance system design workflow, an enterprise can ensure that its governance system is appropriate for its context and needs, that it delivers value and benefits to the enterprise and its stakeholders, that it aligns with the relevant standards, guidelines, regulations, best practices, etc., that it meets stakeholder requirements and expectations, etc.

 Within the COBIT organizational structures component, the Accountable (A) role is solely liable for the success and achievement of assigned tasks. This role has the authority to approve or veto any decision or activity related to the tasks, and is responsible for ensuring that the Responsible ® role has adequate resources and skills to perform the tasks2, p. 34. References: 2: COBIT 2019 Framework: Introduction and Methodology

The primary purpose of reexamining the IT strategic plan after IT governance has been operating for three years and is satisfactorily achieving desired outcomes is to assess improvement opportunities. The IT strategic plan is a document that defines the vision, mission, goals, objectives, strategies, and tactics for IT governance and management, as well as the alignment with the enterprise’s business strategy. By reexamining the plan periodically, the enterprise can identify any changes in the internal or external environment that may affect IT governance, as well as any areas for enhancement or optimization. The purpose is based on the COBIT 2019 Implementation Guide3, page 26. References: 3: COBIT 2019 Implementation Guide | Digital | English

 The objectives of the Evaluate, Direct and Monitor (EDM) domain are best described by assessing strategic options and guiding senior management on the options chosen. This domain covers the governance activities related to setting direction, monitoring performance, ensuring compliance, and providing feedback to stakeholders. The domain consists of five governance objectives: EDM01 Ensure Governance Framework Setting and Maintenance, EDM02 Ensure Benefits Delivery, EDM03 Ensure Risk Optimization, EDM04 Ensure Resource Optimization, and EDM05 Ensure Stakeholder Transparency. The domain is based on the COBIT 2019 Framework2, page 30. References: 2: COBIT 2019 Framework | Digital | English

 The key program roles are the roles that are responsible for leading, directing, managing, supporting, and executing the EGIT implementation program. The nomination of these roles is a critical step in creating the appropriate governance environment for the program. One of the roles that should be involved in this nomination process is the board and executives, who are the highest-level governance body and decision makers in an enterprise. The board and executives provide strategic direction, oversight, guidance, and approval for the EGIT implementation program. They also ensure that the program is aligned with the enterprise’s vision, mission, values, strategy, goals, and objectives. The board and executives also appoint or endorse other key program roles such as the program sponsor, program manager, program steering committee, change champion network, etc.

 The responsible ® role fulfills the practice and creates the intended outcome within an organizational structure chart (RACI chart). A RACI chart is a tool that assigns different levels of responsibility, accountability, consultation, and information to roles and organizational structures for each governance and management objective. The responsible ® role means performing or overseeing a task or process. There can be more than one responsible role for each task or process, but they must be coordinated by the accountable role. The responsible role fulfills the practice and creates the intended outcome by executing or supervising the process activities.13 References: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Framework: Roles, Responsibilities & RACI Charts