IT Value Delivery and Portfolio Management Flashcards

Which metric BEST reflects the overall performance of an IT investment portfolio?

Answer: Percentage of portfolio investments achieving or exceeding their business case targets

The proportion of investments achieving their business case targets directly measures whether the portfolio is delivering the value it was funded to create.

The MAIN benefit of an IT portfolio 'heat map' showing risk versus return is that it:

Answer: Enables governance bodies to visually identify investments to prioritize, monitor, or exit

A risk-return heat map gives governance a visual tool to quickly assess which investments warrant more attention, accelerated pursuit, or discontinuation.

In CGEIT, 'IT value delivery' encompasses which of the following?

Answer: Defining, delivering, measuring, and sustaining the benefits of IT investments over their lifecycle

IT value delivery in CGEIT covers the full lifecycle — defining what value looks like, delivering it through IT, measuring whether it arrived, and sustaining it over time.

A governance committee discovers that 40% of the IT portfolio is unaligned with current business strategy. The BEST immediate action is to:

Answer: Conduct a strategic portfolio review and realign or exit misaligned investments

A strategic portfolio review is required to assess each misaligned investment and decide whether to re-align, deprioritize, or exit, freeing resources for strategic work.

Which CGEIT concept describes the governance practice of regularly reviewing the IT investment portfolio against changing business priorities?

Answer: Portfolio rebalancing

Portfolio rebalancing is the practice of periodically adjusting the mix of IT investments to reflect shifts in business strategy, emerging risks, or changing value expectations.

The PRIMARY reason IT value delivery governance requires executive sponsorship is that:

Answer: Business outcomes require business authority to drive organizational changes beyond IT

Realizing IT value often requires organizational changes — process redesign, behavior change, adoption — that only business executives have the authority to drive.