,CISA Domain 3 Exam Study
Capability Maturity Models - Ans Level 1 - Initial - processes are poorly controlled
Level 2 - Managed - process is characterized for projects.
Level 3 - Defined - documented process characterized for the organization and is proactive
Level 4 - Quantitatively Managed - Process is measured and controlled. Quantitative quality goals
can be reached.
Level 5 - Optimizing - Focus is on process improvement
Computer Aided Software Engineering (CASE) - Ans The use of automated tools to aid in the soft-
ware development process. Their use may include the application of software tools for software re-
quirements capture and analysis, software design, code production, testing, document generation
and other software development activities.
Upper CASE - Products used to describe and document business and application requirements
Middle CASE - Products used for developing the detailed designs.
Lower CASE - Products involved with the generation of program code and database definitions.
Benefits Realization - Ans Objective is to ensure that IT and the business fulfill their value manage-
ment responsibilities, particularly that:
IT-enabled business investments achieve the promised benefits and deliver measurable business
value.
Required capabilities are delivered on time, both with respect to schedule and time-sensitive mar-
ket. Within budget.
IT services and other IT assets continue to contribute to business value.
Programs - Ans Like projects, they have a limited time frame and organizational boundaries. Differ-
entiator is that programs are more complex, usually have a longer duration, a higher budget and
higher risk associated with them.
Examples of Programs - Ans Large scale enterprise resource planning (ERP) system, organizational
realignment, business process reengineering (BPR) and optimization, training and development.
Objective of Program Management - Ans Successful execution of programs including: management
of program scope, financials, schedules, objectives and deliverables. Program context and environ-
ment. Program communication and culture. Program organization.
Program MGMT vs Project MGMT methodology - Ans Very similar methodology and processes
and run in parallel to each other. They must not be combined and have to be handled and carried out
separately
Starting a program - Ans Some form of written assignment from the program sponsor(owner) to the
program manager and the program team is required. Programs most often emerge from projects,
such an assignment is important to set the program context and boundaries as well as formal man-
agement authority.
Project Portfolio - Ans Defined as all the projects being carried out in an organization at a given
point in time(snapshot). Projects of a program belong to the company's project portfolio as do pro-
jects that are not associated with a program.
Objectives of project portfolio management - Ans Optimization of the results of the project portfo-
lio (not individual projects)
, Prioritizing and scheduling projects
Resource coordination (internal and external)
Knowledge transfer throughout the projects
Project Portfolio Database - Ans Mandatory for project portfolio management. It must include pro-
ject data such as owner, schedules, objectives, project type, status, cost, etc.
Project Portfolio Reports - Ans Are a project portfolio bar chart, a profit versus risk matrix, a pro-
ject portfolio progress graph, etc.
Enterprise Resource Planning - ERP - Ans A packaged business software system that allows an or-
ganization to automate and integrate the majority of its business processes, share common data and
practices across the entire organization and produce and access information in a real time environ-
ment.
Business Process Reengineering - BPR - Ans The thorough analysis and significant redesign of
business processes and management systems to establish a better performing structure, more re-
sponsive to the customer base and market conditions, while yielding material cost savings.
Business Case - Ans An important consideration in any IT project. Provides the information re-
quired for an organization to decide whether a project should proceed. Either the first step in a pro-
ject or a precursor to the commencement of a project. If at any stage of the project the business case
is thought to be no longer valid, through increased costs or reduction in the anticipated benefits, the
project sponsor or IT steering committee should consider whether to continue. In a well planned
project, there will be stage gates or kill points at which the business case is formally reviewed. If
the business case is changed during the course of a project, the project should be reapproved
through the departmental planning and approval process.
Feasibility Study - Ans Is used to derive an initial business case.
Includes:
The project scope defines the business problem and/or opportunity to be addressed.
The current analysis defines and establishes an understanding of a system, a software product, etc.
At this point in the process, the strengths and weaknesses of the current system or software product
are identified.
Requirements are defined based upon stakeholder needs and constraints.
The approach is the recommended system and/or software solution to satisfy the requirements.
Evaluation is based upon the previously completed elements within the feasibility study. The final
report addresses the cost-effectiveness of the approach selected.
A formal review of the feasibility study report is conducted with all stakeholders.
The feasibility study determines the strategic benefits of the project. Therefore, the result of the fea-
sibility study determines the organizational impact—a comparison report of costs, benefits, risk,
etc.
Benefits realization - Ans Is a continuous process that must be managed like any other business pro-
cess and the business case should be a key element of benefits realization processes. Often includes
a postimplementation review 6-18 months after the implementation of systems. Must be part of the
governance and management of projects. COBIT 5 is often used as a framework for this.
Postimplementation Review - Ans The objective is to reveal whether the implementation of a sys-
tem has achieved planned objectives (i.e., meets business objectives and risk acceptance criteria).
Asses the adequacy of the system does it meet user requirements and business objectives?
Evaluate the projected cost benefits or ROI
Capability Maturity Models - Ans Level 1 - Initial - processes are poorly controlled
Level 2 - Managed - process is characterized for projects.
Level 3 - Defined - documented process characterized for the organization and is proactive
Level 4 - Quantitatively Managed - Process is measured and controlled. Quantitative quality goals
can be reached.
Level 5 - Optimizing - Focus is on process improvement
Computer Aided Software Engineering (CASE) - Ans The use of automated tools to aid in the soft-
ware development process. Their use may include the application of software tools for software re-
quirements capture and analysis, software design, code production, testing, document generation
and other software development activities.
Upper CASE - Products used to describe and document business and application requirements
Middle CASE - Products used for developing the detailed designs.
Lower CASE - Products involved with the generation of program code and database definitions.
Benefits Realization - Ans Objective is to ensure that IT and the business fulfill their value manage-
ment responsibilities, particularly that:
IT-enabled business investments achieve the promised benefits and deliver measurable business
value.
Required capabilities are delivered on time, both with respect to schedule and time-sensitive mar-
ket. Within budget.
IT services and other IT assets continue to contribute to business value.
Programs - Ans Like projects, they have a limited time frame and organizational boundaries. Differ-
entiator is that programs are more complex, usually have a longer duration, a higher budget and
higher risk associated with them.
Examples of Programs - Ans Large scale enterprise resource planning (ERP) system, organizational
realignment, business process reengineering (BPR) and optimization, training and development.
Objective of Program Management - Ans Successful execution of programs including: management
of program scope, financials, schedules, objectives and deliverables. Program context and environ-
ment. Program communication and culture. Program organization.
Program MGMT vs Project MGMT methodology - Ans Very similar methodology and processes
and run in parallel to each other. They must not be combined and have to be handled and carried out
separately
Starting a program - Ans Some form of written assignment from the program sponsor(owner) to the
program manager and the program team is required. Programs most often emerge from projects,
such an assignment is important to set the program context and boundaries as well as formal man-
agement authority.
Project Portfolio - Ans Defined as all the projects being carried out in an organization at a given
point in time(snapshot). Projects of a program belong to the company's project portfolio as do pro-
jects that are not associated with a program.
Objectives of project portfolio management - Ans Optimization of the results of the project portfo-
lio (not individual projects)
, Prioritizing and scheduling projects
Resource coordination (internal and external)
Knowledge transfer throughout the projects
Project Portfolio Database - Ans Mandatory for project portfolio management. It must include pro-
ject data such as owner, schedules, objectives, project type, status, cost, etc.
Project Portfolio Reports - Ans Are a project portfolio bar chart, a profit versus risk matrix, a pro-
ject portfolio progress graph, etc.
Enterprise Resource Planning - ERP - Ans A packaged business software system that allows an or-
ganization to automate and integrate the majority of its business processes, share common data and
practices across the entire organization and produce and access information in a real time environ-
ment.
Business Process Reengineering - BPR - Ans The thorough analysis and significant redesign of
business processes and management systems to establish a better performing structure, more re-
sponsive to the customer base and market conditions, while yielding material cost savings.
Business Case - Ans An important consideration in any IT project. Provides the information re-
quired for an organization to decide whether a project should proceed. Either the first step in a pro-
ject or a precursor to the commencement of a project. If at any stage of the project the business case
is thought to be no longer valid, through increased costs or reduction in the anticipated benefits, the
project sponsor or IT steering committee should consider whether to continue. In a well planned
project, there will be stage gates or kill points at which the business case is formally reviewed. If
the business case is changed during the course of a project, the project should be reapproved
through the departmental planning and approval process.
Feasibility Study - Ans Is used to derive an initial business case.
Includes:
The project scope defines the business problem and/or opportunity to be addressed.
The current analysis defines and establishes an understanding of a system, a software product, etc.
At this point in the process, the strengths and weaknesses of the current system or software product
are identified.
Requirements are defined based upon stakeholder needs and constraints.
The approach is the recommended system and/or software solution to satisfy the requirements.
Evaluation is based upon the previously completed elements within the feasibility study. The final
report addresses the cost-effectiveness of the approach selected.
A formal review of the feasibility study report is conducted with all stakeholders.
The feasibility study determines the strategic benefits of the project. Therefore, the result of the fea-
sibility study determines the organizational impact—a comparison report of costs, benefits, risk,
etc.
Benefits realization - Ans Is a continuous process that must be managed like any other business pro-
cess and the business case should be a key element of benefits realization processes. Often includes
a postimplementation review 6-18 months after the implementation of systems. Must be part of the
governance and management of projects. COBIT 5 is often used as a framework for this.
Postimplementation Review - Ans The objective is to reveal whether the implementation of a sys-
tem has achieved planned objectives (i.e., meets business objectives and risk acceptance criteria).
Asses the adequacy of the system does it meet user requirements and business objectives?
Evaluate the projected cost benefits or ROI
