Free NIST-COBIT-2019 Practice Test Questions and Answers (2026) | Cert Empire Practice Questions

IT-related issues should be considered as part of the design factors for a governance system in order

to manage risks that have a high impact. Design factors are the characteristics of the enterprise that

influence the design and operation of a governance system, such as size, industry, culture, strategy,

etc. IT-related issues are one of the 11 design factors defined in COBIT 2019, and they refer to the

specific challenges or opportunities that arise from the use of information and technology in the

enterprise, such as cybersecurity, digital transformation, innovation, etc. These issues may pose

significant risks to the enterprise’s objectives, performance, or reputation, and therefore need to be

addressed by the governance system. The answer is based on the COBIT 2019 Design Guide1, page

15. Reference: 1: COBIT 2019 Design Guide | Digital | English.

The management objective “managed strategy” belongs to the governance domain “align, plan and

organize (APO)”, which covers the use of information and technology in achieving enterprise

objectives. A primary benefit associated with this management objective is that desired value is

delivered through a roadmap of incremental changes, which ensures that IT initiatives are aligned

with enterprise strategy, prioritized based on value creation, and monitored for performance2,

p. 25. Reference: 2: COBIT 2019 Framework: Governance and Management Objectives

The accountable (A) role drives a given task or process 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 accountable (A) role means being answerable for the outcome or result

of a task or process. There should be only one accountable role for each task or process, as having

more than one can lead to confusion or conflict. The accountable role drives a given task or process

by ensuring that it is performed effectively and efficiently, by providing direction and guidance, by

resolving issues or conflicts, by approving changes or exceptions, etc.13 Reference: COBIT 2019

Framework: Introduction and Methodology, COBIT 2019 Framework: Roles, Responsibilities & RACI

Charts

The people, skills and competencies component of governance identifies the human resource needs

that must be met to achieve governance and management objectives. People are the individuals or

groups who perform or are accountable for the governance activities and tasks. Skills and

competencies are the abilities and knowledge that people need to perform their roles and

responsibilities. The people, skills and competencies component of governance defines the required

roles and organizational structures for each governance and management objective, as well as the

skills and competencies that are needed for each role.13 Reference: COBIT 2019 Framework:

Introduction and Methodology, COBIT 2019 Framework: Roles, Responsibilities & RACI Charts

The enterprise goal titled “Optimization of Business Process Costs” is aligned to the internal

dimension of the balanced scorecard (BSC). The internal dimension focuses on the efficiency and

effectiveness of the business processes that deliver value to customers and

stakeholders. Optimization of business process costs is one of the 17 generic enterprise goals defined

by COBIT that supports the internal dimension.12 Reference: COBIT 2019 Framework: Introduction

and Methodology, COBIT 2019 Framework: Governance and Management Objectives

The IT balanced scorecard (BSC) is a tool that helps to measure and communicate the achievement

of IT goals in relation to enterprise goals, using four dimensions: financial, customer, internal, and

learning and growth. The alignment goal titled “Enabling and supporting business processes by

integrating applications and technology” is aligned to the internal dimension of the IT BSC, as it

relates to the efficiency and effectiveness of IT processes that support business processes2,

p. 20. Reference: 2: COBIT 2019 Framework: Governance and Management Objectives

The COBIT framework is designed to meet the I&T goals for the entire enterprise. The COBIT

framework is a comprehensive governance and management framework for information and

technology that helps enterprises to achieve their goals and create value. The COBIT framework

consists of four core publications: COBIT 2019 Framework: Introduction and Methodology; COBIT

2019 Framework: Governance System; COBIT 2019 Framework: Governance and Management

Objectives; COBIT 2019 Design Guide: Designing an Information and Technology Governance

Solution. The COBIT framework is designed to meet the I&T goals for the entire enterprise by

providing a holistic approach that covers all aspects of I&T governance and management, as well as

by enabling customization and tailoring to suit different contexts, needs, priorities,

etc.14 Reference: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019 Framework:

Governance System

Processes are key components of a governance system. Processes are the structured sets of

activities that produce outputs or outcomes for achieving specific objectives. Processes define what

needs to be done, by whom, when, how, and why. Processes are one of the seven enablers of a

governance system, as defined by COBIT.12 Reference: COBIT 2019 Framework: Introduction and

Methodology, COBIT 2019 Framework: Governance System

The focus of an enterprise that has a cost leadership strategy design factor is short-term cost

minimization. A cost leadership strategy is a competitive strategy that aims to achieve lower costs

than competitors by offering standardized products or services at low prices. A cost leadership

strategy design factor affects how an enterprise designs its governance system, as it implies a focus

on operational efficiency, process automation, economies of scale, outsourcing, etc. An enterprise

that has a cost leadership strategy design factor would prioritize short-term cost minimization over

long-term cost optimization or medium-term cost equalization.12 Reference: COBIT 2019

Framework: Introduction and Methodology, COBIT 2019 Design Guide: Designing an Information and

Technology Governance Solution

Within the COBIT goals cascade, stakeholder drivers are transformed into the enterprise’s actionable

strategy. The COBIT goals cascade is a mechanism that helps enterprises to align their governance

objectives with their stakeholder needs. It consists of four levels: stakeholder drivers, enterprise

goals, alignment goals, and governance and management objectives. Stakeholder drivers are the

needs or expectations of the internal or external stakeholders of the enterprise. Enterprise goals are

the specific targets or outcomes that the enterprise sets to achieve its vision and mission. Alignment

goals are the intermediate goals that link the enterprise goals with the governance and management

objectives. Governance and management objectives are the desired outcomes of the governance

system for information and technology. Stakeholder drivers are transformed into enterprise goals

through a process of analysis, prioritization, and validation. Enterprise goals form the basis of the

enterprise’s actionable strategy.12 Reference: COBIT 2019 Framework: Introduction and

Methodology, COBIT 2019 Framework: Governance System

When assessing organizational structures, it is most helpful when subcriteria for each criterion are

defined and linked to capability levels. Organizational structures are the arrangements of roles and

responsibilities that enable the enterprise to achieve its objectives. Organizational structures can be

assessed using six criteria: clarity, comprehensiveness, integration, alignment, authority, and

accountability. Each criterion can be further divided into subcriteria that describe the specific aspects

or attributes of the criterion. Capability levels are the measures of how well a process or activity is

performed in terms of effectiveness, efficiency, completeness, reliability, etc. Capability levels can

range from 0 (incomplete) to 5 (optimizing). Defining and linking subcriteria to capability levels helps

to evaluate the current and desired state of organizational structures, as well as to identify gaps and

improvement opportunities.123 Reference: COBIT 2019 Framework: Introduction and

Methodology, COBIT 2019 Design Guide: Designing an Information and Technology Governance

Solution, COBIT 2019 Framework: Roles, Responsibilities & RACI Charts

To gain the greatest benefit from the COBIT framework, a stakeholder should have a certain level of

experience and a thorough understanding of the entire enterprise. A stakeholder is a person or group

that has an interest or concern in an enterprise’s activities or outcomes. Examples of stakeholders

are board members, executives, managers, employees, customers, suppliers, regulators, etc. To gain

the greatest benefit from the COBIT framework, a stakeholder should have a certain level of

experience in I&T governance or management practices, as well as a thorough understanding of the

entire enterprise’s vision, mission, values, goals, objectives, strategies, processes, culture, etc. This

would help them to apply the COBIT framework effectively and efficiently to their specific context

and needs.1 Reference: COBIT 2019 Framework: Introduction and Methodology, [COBIT 2019

Framework: Stakeholder Needs]

An IT implementation method design factor is a characteristic that influences how an enterprise

implements IT solutions and services. DevOps is an IT implementation method that focuses on

software building, deployment and operations, by integrating development and operations teams to

improve collaboration and productivity1, p. 31. Reference: 1: COBIT 2019 Framework: Introduction

and Methodology

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. Reference: : 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

The management objective that would be given higher priority in an enterprise’s governance system

when the enterprise is very risk-averse is managed portfolio. This objective relates to ensuring that

IT-enabled investments are aligned with the enterprise’s risk appetite and tolerance levels, and that

they deliver optimal value and benefits. This objective also involves managing the portfolio of IT-

enabled investments throughout their life cycle, from initiation to retirement. The objective is based

on the COBIT 2019 Design Guide3, page 71. Reference: 3: COBIT 2019 Design Guide | Digital | English

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 Reference: COBIT 2019 Framework: Introduction and Methodology, COBIT 2019

Implementation Guide: Implementing an Information and Technology Governance Solution

The alignment goal titled “Delivery of IT services in line with business requirements” is most likely to

be associated with the metric “percent of IT services with defined operational costs and expected

benefits”. This metric measures the extent to which IT services are aligned with business needs and

expectations, and deliver value for money. The alignment goal is one of the 17 enterprise goals

defined in COBIT 2019, which describe the outcomes that an enterprise wants to achieve from its use

of information and technology. The alignment goal is based on the COBIT 2019 Framework4, page

36. Reference: 4: COBIT 2019 Framework | Digital | English

When tailoring the COBIT organization structure to organizational context and priorities, the next

step after mapping organizational structures with specific responsibility or accountability is to add

two levels of involvement for consulted and informed. This step helps to identify the stakeholders

who need to be involved in the decision-making process, either by providing input or feedback

(consulted), or by being notified of the outcomes or actions (informed). This step is based on the

COBIT 2019 Implementation Guide2, page 46. Reference: 2: COBIT 2019 Implementation Guide |

Digital | English

The strategy archetype is a design factor that describes how an enterprise uses information and

technology to achieve its goals and objectives. There are six strategy archetypes defined in COBIT

2019: customer intimacy, product leadership, operational excellence, compliance-driven, data-

driven, and innovation-driven. Each archetype has different implications for the governance and

management of information and technology in terms of focus areas, processes, practices, roles,

structures, and metrics. The best approach when determining which strategy archetype most closely

aligns with an enterprise’s own strategy is to select the one that reflects the enterprise’s information

and technology risk profile, which is another design factor that describes how an enterprise

identifies, assesses, responds to, monitors, and reports on information and technology risks. The risk

profile helps to determine the level of risk appetite and tolerance that an enterprise has for its

information and technology activities, as well as the level of control and assurance that is required

for its governance framework. By selecting the strategy archetype that matches the risk profile, an

enterprise can ensure that its governance framework is appropriate for its context and

objectives5 Reference: 5: COBIT 2019 Design Guide, page 35-39 : COBIT 2019 Design Guide, page 41-

43

The board is responsible for the oversight of structures and mechanisms that drive enterprise

governance of information and technology (EGIT). According to the ISACA Journal article, “the board

is ultimately accountable for EGIT and should oversee its establishment and monitor its

effectiveness” . The board should also ensure that EGIT aligns with the enterprise governance

framework and supports the achievement of enterprise objectives.