Isaca COBIT 2019 Design and Implementation Exam Dumps & Practice Test Questions

Question 1:

A CEO of a national organization is planning to take the company global and has used the COBIT Goals Cascade to select enterprise goals. The CIO has been asked to tailor COBIT to support this expansion. 

After identifying the appropriate alignment goals, what should be the CIO’s immediate next step?

A. Define the relevant management objectives
B. Evaluate and apply design factors
C. Determine the organizational structure
D. Outline specific management activities

Correct Answer: B

Explanation:

In the COBIT 2019 framework, the Goals Cascade is a mechanism that helps translate high-level stakeholder needs into specific and actionable governance and management goals. This structured flow begins with stakeholder needs, which are mapped to enterprise goals, followed by alignment goals, and finally lead to the definition of governance and management objectives.

Once the CIO has successfully selected the alignment goals—which serve as a bridge between enterprise strategy and IT capabilities—the next essential task is not to move directly into defining actions or structures. Instead, the CIO must first assess and integrate design factors into the governance system.

Why are design factors important?

Design factors help tailor the governance system to the unique context of the organization. They ensure that COBIT is not applied generically but is adapted to suit variables such as:

• Strategic goals (e.g., growth, innovation)

• Risk appetite and exposure

• Regulatory requirements
  
  

• Industry characteristics

• Enterprise size and complexity

• Current IT maturity level

• Role of IT in delivering business value (e.g., strategic enabler vs. back-office support)

These factors influence how components like processes, organizational structures, and policies should be designed and prioritized. Failing to consider them can result in misalignment, inefficient resource allocation, and a governance model that doesn't serve the business effectively.

Analysis of Other Options:

• A. Management objectives:
  These should be selected after tailoring the governance system with design factors. Choosing them prematurely could lead to objectives that don’t align with the enterprise’s actual needs or constraints.

• C. Organizational structure:
  This comes into play during the implementation phase and should reflect choices made after evaluating design factors—not before.

• D. Management activities:
  These are granular tasks used to carry out governance and management practices. Planning these before setting objectives or tailoring the framework

The CIO must ensure that the governance framework is context-aware before it is operationalized. Design factors are central to this customization and provide the necessary foundation for selecting management objectives and deploying governance mechanisms aligned to the enterprise’s needs.

Question 2:

When creating a governance system using COBIT, which of the following elements should be considered in addition to processes, policies, and procedures?

A. Information items
B. Knowledge flows
C. Data flows
D. Configuration items

Correct Answer: A

Explanation:

The COBIT 2019 framework defines a governance system as a structured combination of various components that work together to ensure that enterprise IT delivers value and meets business objectives. While processes, policies, and procedures form the backbone of governance, there are additional components that are essential to its successful design and execution.

One of the most important components often overlooked is information items.

What are information items in COBIT?

Information items refer to the structured content—both inputs and outputs—that support decision-making, performance monitoring, compliance, and communication across governance and management practices. COBIT emphasizes that information is both a driver and an enabler of governance.

Examples of information items include:

• Risk registers

• Compliance reports

• Audit trails

• Project health reports

• Incident logs

• Performance metrics

These items support the operation and oversight of IT-related activities and help align IT objectives with enterprise goals.

When building a governance system, COBIT urges organizations to determine:

• What information is necessary for decision-making

• How information will be captured, protected, and distributed

• How to ensure information integrity, availability, and confidentiality

Why not the other options?

• B. Knowledge flows:
  While useful in knowledge management and organizational learning, this concept is not specifically recognized as a core governance system component in COBIT.

• C. Data flows:
  Data flows pertain more to technical architectures or network diagrams. COBIT takes a broader view by focusing on information, which is structured, processed, and business-relevant data.

• D. Configuration items:
  These belong to IT Service Management (e.g., in ITIL), where they represent hardware, software, and other components tracked in a CMDB. They are not part of COBIT's governance system design.

A holistic governance system goes beyond defining operational procedures and organizational rules. By integrating information items into its design, an enterprise ensures that governance processes are informed, monitored, and aligned with strategic priorities. COBIT formally recognizes information as one of its seven core governance system components, making it indispensable to system design.

Question 3:

In which of the following scenarios should an organization apply the complete COBIT governance system design workflow and thoroughly evaluate all relevant design factors?

A. When a broad and integrated governance model is needed across the entire organization
B. When internal disagreements exist among stakeholders about governance priorities
C. When the organization is prioritizing a single high-value project that demands major funding
D. When facing regulatory obligations for which the organization is currently noncompliant

Correct Answer: A

Explanation:

The COBIT 2019 framework offers a detailed governance system design workflow to help organizations structure and align IT governance with business needs. This workflow is most effectively used when a company seeks to implement or refine a governance framework that spans the entire organization, ensuring holistic alignment with enterprise objectives, risk profiles, and IT capabilities.

The workflow includes the following stages:

1. Understanding the enterprise’s strategic context and priorities

2. Identifying enterprise and alignment goals

3. Evaluating specific design factors (e.g., industry type, compliance needs, threat landscape)

4. Selecting and prioritizing governance and management objectives

5. Customizing system components, such as processes and organizational structures

6. Embedding the governance design into the broader enterprise governance model

Why Option A is Correct:
Option A describes the ideal scenario for using the full workflow. When an organization requires a comprehensive, enterprise-wide governance structure, applying all design stages ensures consistency and strategic alignment across departments, business units, and IT systems. This approach guarantees that each aspect of governance—risk management, stakeholder engagement, compliance, and performance—receives proper consideration.

Why the Other Options Are Incorrect:

• B. Disagreements among stakeholders reflect a governance challenge but don’t necessarily require a complete redesign. Targeted workshops or alignment sessions might be more suitable than applying the full COBIT workflow.

• C. Focusing on a single initiative may only require specific governance objectives or tailored components, not an enterprise-wide system overhaul. The full workflow would be excessive for such a narrow purpose.

• D. Regulatory compliance issues can often be addressed through focused assessments and updates in specific areas. Unless the noncompliance affects the entire governance structure, a full design process may not be warranted.

In summary, the full COBIT design workflow should be applied when an enterprise seeks a wide-reaching, integrated, and strategic governance system, making Option A the most appropriate choice.

Question 4:

Which IT function is primarily responsible for applying a classification system to data in a newly deployed data collection platform?

A. Information security
B. Information privacy
C. IT governance
D. Enterprise architecture

Correct Answer: A

Explanation:

When introducing a new data collection system, one of the most critical tasks is classifying the information it collects. This classification determines the level of protection each data type requires based on sensitivity, value, and risk. The responsibility for managing this classification process falls squarely on the information security function.

What Is Information Classification?
Information classification involves assigning labels to data (e.g., public, internal, confidential, highly sensitive) that determine:

• Access rights

• Required protection measures (e.g., encryption)

• Storage and retention policies

• Transmission methods and compliance obligations

The classification guides how data should be handled to ensure confidentiality, integrity, and availability—the core goals of the CIA triad in information security.

Why Information Security Leads This Process:
Information security professionals are tasked with:

• Defining classification policies and frameworks

• Educating data owners on how to categorize their data

• Implementing appropriate technical safeguards based on classification (e.g., access controls, encryption)

• Ensuring compliance through audits and monitoring
  This role ensures that data is not only categorized correctly but also secured according to the assigned classification level.

Analysis of Other Options:

• B. Information privacy focuses specifically on personally identifiable information (PII) and legal compliance (e.g., GDPR, PIPEDA). While privacy teams use classifications to ensure legal handling of data, they do not define or assign classification levels across all datasets.

• C. IT governance oversees the structure and accountability of IT functions, including the enforcement of classification policies. However, it does not directly implement classification or technical controls.

• D. Enterprise architecture manages how data flows and integrates across systems, ensuring alignment with business strategy. While architects design systems that support classification, they are not responsible for assigning classifications to data.

Therefore, the information security team is the correct answer, as they manage the entire lifecycle of data classification and ensure appropriate controls are applied throughout the system’s operation.

Question 5:

What is a key action that management can take during an IT project to ensure it aligns with the organization’s future-state goals?

A. Perform stage gate assessments at defined project milestones
B. Set a return on investment (ROI) benchmark at the outset
C. Track key risk indicators throughout the initiative
D. Define metrics to measure operational performance after implementation

Correct Answer: A

Explanation:

For an IT initiative to successfully meet the organization’s long-term strategic goals, management must do more than just initiate the project—they must continuously oversee and guide its progress. One of the most practical and effective tools for achieving this is the stage gate review process, which allows leadership to evaluate progress and alignment at critical points during the project lifecycle.

Stage gate reviews, also known as phase-gate assessments, are formal review checkpoints built into the project timeline. These gates occur at the end of major project phases (e.g., planning, design, development, testing) and serve as structured moments where progress, risks, and alignment with business goals are analyzed. At each gate, management has the opportunity to do the following:

• Confirm that the project is on track in terms of scope, timeline, and budget

• Evaluate whether project deliverables are meeting expectations

• Ensure alignment with enterprise strategic objectives and future-state architecture

• Identify and mitigate emerging risks

• Decide whether to proceed, revise, or halt the initiative

This approach enables proactive governance and minimizes the likelihood of late-stage surprises or misalignment with intended outcomes. It gives management the chance to intervene and correct course when needed—before small issues become major setbacks.

Let’s briefly analyze the other options:

B. Establishing an ROI target is useful for evaluating post-implementation benefits, but it does not actively guide the project toward success. ROI is an outcome measure, not a control mechanism during execution.

C. Monitoring Key Risk Indicators (KRIs) is important for risk management, but KRIs alone do not offer the full project performance picture. They may help detect potential issues but do not ensure alignment with broader strategic goals.

D. Defining operational performance metrics is valuable for measuring system performance after deployment. However, by the time post-implementation metrics are available, it may be too late to influence the project's direction during development.

In contrast, stage gate reviews offer a timely and structured method to evaluate performance, assess alignment, and ensure the project remains focused on achieving its future-state objectives. This makes them essential for active governance.

Question 6:

Which of the following best represents a thematic area where the COBIT framework can be tailored to meet an organization’s specific needs?

A. Information elements
B. Cybersecurity
C. Capability maturity levels
D. Enterprise strategic goals

Correct Answer: B

Explanation:

The COBIT 2019 framework is a comprehensive governance model designed to help organizations manage and govern enterprise IT. A standout feature of COBIT 2019 is its flexibility and adaptability. One of the key tools COBIT uses to allow this customization is the concept of focus areas—special topics that can be emphasized or tailored depending on the organization’s needs.

Focus areas are defined themes or domains that allow organizations to adapt COBIT’s governance system to address specific strategic priorities or industry concerns. Each focus area provides context for how to adjust COBIT components such as governance objectives, enablers (e.g., processes and structures), and performance metrics.

Cybersecurity is a perfect example of a COBIT focus area. Tailoring COBIT for cybersecurity means placing special emphasis on elements like:

• Defining and enforcing security policies and standards

• Aligning IT risk management with enterprise security requirements

• Monitoring and responding to security incidents

• Ensuring that cybersecurity aligns with organizational objectives

To assist in this customization, ISACA has even released supplemental COBIT guides for implementing cybersecurity-specific governance, often aligning with industry standards like ISO 27001 and the NIST Cybersecurity Framework.

Let’s look at why the other choices are incorrect:

A. Information items refer to data outputs such as dashboards or reports that support governance processes. While critical to execution, they are not topics that COBIT is customized around.

C. Capability levels measure how well a governance process is performing. They are outcomes of assessment, not customization themes. Organizations use them to benchmark progress, but they are not focus areas.

D. Enterprise goals are used in COBIT’s goals cascade to connect IT initiatives to strategic outcomes. They guide the design of the governance system but are not considered separate customizable domains like focus areas are.

In summary, COBIT focus areas serve as targeted domains that organizations can use to tailor governance strategies to specific business needs. Cybersecurity, due to its importance and complexity, is a well-established example of a COBIT focus area and is widely supported by practical implementation guidance.

Question 7:

When tailoring governance system design factors using COBIT 2019, which role of IT signifies the greatest degree of reliance by the enterprise on information and technology (I&T)?

A. Turnaround
B. Strategic
C. Support
D. Factory

Correct Answer: B

Explanation:

In COBIT 2019, one of the key considerations when designing or customizing an enterprise governance system is the “Role of IT”. This design factor helps determine the extent to which an organization depends on information and technology (I&T) for achieving its mission, executing business strategies, and delivering value. The stronger the reliance, the more critical IT governance becomes.

COBIT outlines four distinct archetypes for how IT can be positioned within an enterprise:

1. Support – IT plays a minimal role and exists only to assist internal processes. Its failure may cause inconvenience but not critical disruption.
   Example: An IT setup supporting basic back-office functions in a traditional manufacturing firm.

2. Factory – IT is essential to ongoing operations. If systems fail, core business functions may halt. However, IT is not a competitive differentiator.
   Example: Retail operations heavily dependent on point-of-sale systems.

3. Turnaround – The enterprise is in a transitional or transformative state. IT plays a key role in enabling change, innovation, or recovery.
   Example: A traditional company adopting digital platforms to survive industry disruption.

4. Strategic – IT is deeply embedded in business strategy and value creation. The organization cannot operate or grow without it.
   Example: Digital-native companies like e-commerce platforms, fintech startups, or global software vendors.

Among these, the Strategic role represents the highest level of I&T dependence. In such organizations, technology is more than a support function—it’s a core enabler of business innovation, revenue generation, customer engagement, and competitive advantage. Failure in IT systems could lead to immediate business disruptions, customer dissatisfaction, and reputational damage.

Why the other choices are incorrect:

• A. Turnaround: IT is important in periods of change, but this level of dependency may be temporary. The organization is still in transition and may not yet be fully reliant on IT long-term.

• C. Support: Represents the lowest form of IT dependency. Technology here is non-critical and used mainly for internal efficiency.

• D. Factory: While IT is vital for operations, it doesn’t contribute to business strategy or unique value delivery.

In conclusion, Strategic reflects the highest possible dependency on IT. Therefore, when tailoring COBIT governance systems, recognizing this role ensures robust integration between business and technology strategies.

Question 8:

During the planning phase where a program’s initial concept and business case are developed, what is the primary responsibility of the Program Management Office (PMO)?

A. Identifying business priorities and strategies that depend on IT
B. Advising on controls and risk management practices
C. Defining critical success metrics and progress tracking methods
D. Ensuring that both business needs and objectives are clearly defined

Correct Answer: D

Explanation:

The Program Management Office (PMO) plays a critical role in aligning programs with an organization’s strategic direction. In the early planning phase—specifically, when a program’s initial concept and business case are being established—the PMO is responsible for ensuring that the foundational rationale of the program is clearly articulated and aligns with enterprise goals.

This includes two key elements:

1. Business Needs – What problem or opportunity is the program addressing?

2. Business Objectives – What outcomes is the organization aiming to achieve through this initiative?

These elements form the backbone of the business case, which is used to evaluate, approve, and fund the program. Without a clear understanding of needs and objectives, it becomes nearly impossible to scope the program, measure success, or secure executive buy-in.

Why D is correct:
Ensuring both the needs and objectives are explicitly stated allows for strategic alignment, effective planning, and the creation of meaningful metrics. It helps avoid scope creep, misaligned goals, and underperformance. This responsibility sits squarely with the PMO because of its central role in governance, coordination, and ensuring business alignment.

Why the other options are incorrect:

• A. Identifying business priorities and IT strategies: This is typically the responsibility of senior leadership or strategic planning teams. The PMO aligns its efforts with these priorities but does not originate them.

• B. Advising on controls and risks: While the PMO may contribute to governance discussions, formal risk assessments and controls are usually handled by specialized risk management or compliance teams. These considerations are also more prominent in the execution phase.

• C. Identifying success factors and monitoring progress: These activities are important, but they come after business needs and objectives have been defined. They rely on the foundational clarity that the PMO ensures in the early phase.

In summary, during the program’s conception and business case development, the PMO’s primary responsibility is to verify that both the needs being addressed and the business goals are clearly understood and documented. This enables all future planning and execution activities to be guided by a shared strategic vision.

Question 9:

When defining the initial boundaries of an enterprise governance system, which factor should be considered most critical in setting the scope?

A. The organization’s legal and compliance obligations
B. The overall size of the organization
C. The strategic position of IT within the business
D. The organization’s current information and technology-related challenges

Correct Answer: D

Explanation:

Establishing the initial scope of a governance system—particularly one based on COBIT 2019—is a foundational step in building a structured, effective governance framework. The COBIT framework emphasizes a tailored approach, recognizing that each enterprise has unique priorities, risks, and resource constraints. Among the many design considerations, current I&T-related issues are the most influential in determining the governance scope.

Focusing on the organization’s immediate information and technology (I&T) challenges ensures that governance initiatives are relevant, prioritized, and actionable. These issues may include data breaches, inefficient service delivery, failing projects, or lack of IT alignment with business goals. By addressing these specific pain points early on, the governance initiative can show measurable value, gain executive support, and build momentum for further rollout.

For example, if an organization is suffering from recurring cybersecurity incidents, then the initial governance scope may focus on strengthening risk management and security processes. If project failures are common, the governance system may prioritize portfolio and project management. This targeted scoping ensures alignment between governance efforts and business-critical concerns.

Let’s briefly evaluate the incorrect options:

A. Legal and compliance obligations are essential, but they typically shape the content and design of governance—not its initial scope. Compliance is more about what must be addressed, not where to begin.

B. Organization size influences the complexity of governance systems, but it doesn't dictate what should be included in the initial scope. Both large and small enterprises may choose narrow or broad scopes depending on their immediate priorities.

C. The role of IT within the business—whether it’s viewed as strategic or supportive—does inform design elements, but it is not the primary driver for setting the scope. Instead, the actual issues faced today are more actionable and urgent for scoping decisions.

In summary, focusing on current I&T issues ensures that the governance system addresses real-world challenges from the outset. It leads to quick wins, reduces resistance, and provides tangible results that validate the governance investment. This approach makes the governance system more adaptable and results-oriented, which is why it is considered a key consideration in scope determination.

Question 10:

At which point in the governance implementation process should long-term goals be reevaluated based on actual performance and experience?

A. During the phase where the roadmap and projects are planned
B. While assessing the current state of the organization
C. When identifying actions needed to close performance gaps
D. After evaluating whether expected outcomes have been achieved

Correct Answer: D

Explanation:

In governance frameworks like COBIT, particularly within the performance management lifecycle, a structured set of phases helps organizations navigate from assessment to implementation and refinement. One of these critical phases is “Did we get there?”, which focuses on measuring actual outcomes against predefined goals.

This phase is where organizations analyze the effectiveness of their governance efforts. After implementing changes and executing strategic initiatives, the enterprise evaluates whether it met its original objectives. This is the appropriate and most effective time to reassess and adjust long-term targets based on real-world data, feedback, and results.

The rationale is that long-term targets—no matter how carefully planned—may need recalibration. Factors such as unexpected challenges, faster-than-expected progress, or evolving business priorities can all make original targets obsolete or misaligned with current realities.

If performance results show that goals were overly ambitious, adjusting them to be more realistic can improve morale and focus. Conversely, if targets were met easily, new stretch goals can be set to drive further progress. This cyclical evaluation fosters continuous improvement, a core principle of performance-driven governance.

Now, let’s assess why the other phases are incorrect:

A. “How do we get there?”
This is the planning phase, where the organization maps out the path to its goals by identifying initiatives, timelines, and resource allocations. At this point, targets are referenced, not reevaluated. Adjustments happen after seeing actual results.

B. “Where are we now?”
This phase assesses the current state of governance and I&T performance. It’s used to establish a baseline—not to revise goals. It informs gap analysis but doesn’t determine whether long-term objectives need to change.

C. “What needs to be done?”
This phase identifies actions or changes needed to bridge the gap between current and desired performance. It’s about setting short-term priorities, not rethinking long-term expectations.

The “Did we get there?” phase is unique because it uses empirical evidence to inform governance strategy. It closes the loop, making it the logical point to determine whether long-term objectives remain valid or need to evolve. This ensures that the governance system stays relevant, realistic, and aligned with actual business performance.