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Kan Article
Booker, Gardner, Steelhammer and Zumbakyte Article
Kordel Article
Hamaker and Hutton Article
Unwala Article
CPE Quiz #
95
Based on Information Systems Control Journal Volume 2, 2004
A passing score of 75 percent qualifies for one (1) hour of CISA/CISM/CGEIT Continuing Professional Education (CPE) Credit
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Kan Article1. ING's IT corporate governance program is markedly different from ING's overall corporate governance program in that the IT corporate governance program is comprised only of company managers, while the overall governance model is led by outside directors.
2. IT metrics collected as part of ING's IT governance program include workstation costs, offshore outsourcing expenditures, IT security incidents and IT monies spent relative to industry competitors.
3. IT cost categories evaluated as part of ING's corporate governance program are staff, hardware, software, outsourcing and telecommunications.
4. According to the author, shareholder return is at least partly related to how much money is spent on IT.
5. Additional cost categories that ING's IT governance group tracks for investment prioritization are transactional, strategic, informational and infrastructural costs.
Booker, Gardner, Steelhammer and Zumbakyte Article6. Integris Health's IT executive group adopted the COBIT framework as its model for internal controls and risk assessment, in part in response to regulations, such as Sarbanes-Oxley.
7. Integris Health's IT governance program considers five impact areas for healthcare: patient care; safeguarding assets; regulatory, compliance and legal; information reliability and integrity; and operational efficiency and effectiveness.
Kordel Article8. When properly implemented, IT governance is an organizational structure and set of processes that manage and control the enterprise's IT activities to achieve the enterprise's goals by adding value while balancing risk vs. return over IT.
9. According to ITGI, IT governance domains include alignment, value delivery, risk management, resource management and performance management.
10. IT governance implementation tools include mapping COBIT processes to COSO components, COBIT control objectives to COSO components, and ISO17799 to COBIT control objectives and processes.
Hamaker and Hutton Article11. Examples of IT governance issues cited by the authors include bank computers with customer names, addresses and account balances being posted for sale on eBay; an airline releasing five million passenger records to a US defense department contractor; and a power outage that cost at least US $6 billion in economic and other losses.
12. Costs of poor IT governance are easily accounted for, since most organizations have excellent systems for measuring the costs and losses associated with ineffective IT controls.
13. Institutional investors indicated that they would apply a 14 percent premium to companies they consider to have good corporate governance, according to a survey cited by the author.
Unwala Article14. The author identifies a simple, single scientific method for computing return on IT investment that compares shareholder returns to IT spending.
15. Challenges faced while implementing IT include turnover among users, poor level of IT orientation among existing employees and difficulties in changing employee attitude.
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