CGEIT - Certified in the Governance of Enterprise IT

The CGEIT course is designed to enable candidates to understand the roles, responsibilities and various focus areas of IT governance. The course is aimed at IT and business professionals who hold substantial positions in management, advisory or assurance related to the governance of enterprise IT.

This 4 day course takes place in London

Governance in IT

Introduced in 2007, the CGEIT designation is designed for professionals responsible for managing, providing advisory and assurance services, or otherwise support the governance of an enterprise's IT, and wish to be recognized for their IT Governance-related experience and knowledge. CGEIT is based on ISACA's and the IT Governance Institute's (ITGI's) intellectual property, with the input of subject matter experts from around the world.

What is CGEIT?

The Certified in the Governance of Enterprise IT (CGEIT) certification promotes the advancement of professionals who wish to be recognized for their IT governance-related experience and knowledge.

Why CGEIT?

CGEIT demonstrates proven expertise

Boards and executive management expect IT to deliver business value, with IT governance being a fundamental component of enterprise governance and success. A CGEIT designation demonstrates that the holder has proven experience and knowledge in the governance of enterprise IT.

CGEIT enhances credibility, influence and recognition

The CGEIT certification provides those who earn it, with the credibility needed to address critical issues with key executives and organisational board. CGEIT combines the achievement of passing a comprehensive exam, with the recognition of work, management and educational experience, providing the holder with wider recognition in the marketplace and influence at the executive level.

Available dates

• 14 - 17 Nov 2011

Who is this course suitable for?

CGEIT is specifically developed for IT and business professionals who have a significant management, advisory or assurance role, relating to the governance of enterprise IT, and for those who have experience in the following areas:

• IT Governance Framework
• Strategic Alignment
• Value Delivery
• Risk Management
• Resource Management
• Performance Measurement

What does this course cover?

• The IT Governance Framework
• Strategic Alignment
• Value Delivery
• Risk Management
• Resource Management
• Performance Management

During the course, you will learn the essential concepts, rational, and implications of each of the following areas of CGEIT:

The IT Governance Framework Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

The IT Governance Framework Content

• Effecting Organisational, Process and Cultural Change
• Components of an Enterprise Governance Framework
• Directing, Managing and Reporting on IT Governance Activities
• Business Drivers for IT Industry Practices, Standards & Frameworks
• Establishing Accountability
• COBIT, Val IT, Risk IT and Related Products & Frameworks
• Scope, Objective and Benefit of IT Practices, Standards & Frameworks
• Scope, Objective and Benefit of Continuous Process Improvement
• IT Governance Implementation Practices
• Relating and Complementing IT Practices, Standards and Frameworks
• Selecting, Customising and Integrating Relevant IT Practices, Standards and Frameworks
• Aligning the Application of IT Practices, Standards and Frameworks to the Enterprise's Need and Culture
• Assurance Methodologies and Techniques
• Marketing and Communication Methods and Techniques
• Setting the Direction for IT Governance Across the Enterprise
• Impact of Cultural Change and Choice of Timing Manner of Implementation Using Scenarios

Strategic Alignment Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Strategic Alignment Content

• Enterprise's Mission, Objectives, Culture, Economic and Business Environment, Key Business Processes, and How They Are Support by IT
• How an Enterprise's Structure, Operational Frameworks, System Resources, Internal and External Stakeholder Relationships and Culture Can Impact the Enterprise's Ability to Achieve Sufficient Strategic Alignment
• The Strategic Planning Process and Techniques
• Enterprise Architecture Components, Principles and Frameworks, and Their Implementations
• How to Map Strategy to Specific, Enabling Business Processes and IT Dashboard/Balanced Scorecard Principles to Monitor Key Goal and Performance Metrics
• Benchmarking Planned vs. Actual Strategic Performance
• Scope, Objectives and Benefits of IT Investment Programs
• Portfolio, Program and Project Management Techniques
• Linking Enterprise Business Strategy With Related Best Practices and Selling the Value Proposition to Key Stakeholders
• How Procedures, Monitoring and Updating of the IT Strategy Are Impacted and Implemented by Changes in Business Strategy
• Current and Future Technology Direction to Support the Business by Creation of Technological Infrastructure Plan and Architecture Board That Sets and Manages What Technology Can Deliver To Achieve Business Objectives

Value Delivery Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Value Delivery Content

• Value Governance Practices
• IT Investment Management Practices and Processes
• Business Case Development and Monitoring, Portfolio Program and Project Management Practices
• Managing and Reporting the Status of IT Investments
• IT Investment Processes, Funding Models and Investment Life Cycle Management, Including Benefits Management
• Cost Optimisation
• Solution Delivery Processes and Practices (Systems Development Life Cycle)
• Service Delivery Practices and Processes
• Enterprise, Information and IT Architecture Techniques and Frameworks

Risk Management Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Risk Management Content

• Context of Risk Management at the Strategic, Portfolio, Program, Project and Operations Level
• Risk Management Frameworks and Standards
• The Enterprise's Business Objectives
• The Enterprise's Risk Management Framework (Including the Risk Classification Model Used to Support Risk Identification and Assessment)
• The Enterprise's External Business Environment
• The Enterprise's Internal Environment
• How the Enterprise Defines and Executes Business Strategies to Achieve ITs Goals and Objectives
• How to Map Business Process Down to IT Process to Understand Dependencies and Root Cause
• The Enterprise's Risk Appetite
• The Enterprise's IT Resources (Applications, Information, Infrastructure and People)
• The Threats, Vulnerabilities and Opportunities Inherent in the Enterprise's Use of IT
• The Types of Business Risk, Exposures and Threats That Can Be Addressed Using IT Resources
• Quantative and Qualitative Methods to Determine Sensitivity, Criticality and Maturity of IT-related Contributions to Business Success
• Quantative and Qualitative Methods (Including Enterprise-specific Descriptive Measurement Scales, IT-related Asset Valuation Methods and Probability, Use of Both Audit and Stream Data Types, and Impact and Loss Expectancy Models/Techniques) to Asses IT Risks
• Methods to Discover More Rare, but High-Impact Risk Types, Such as Process Analysis Techniques
• Risk Mitigation Strategies in Relation to the Use of IT in the Enterprise
• Risk Management Techniques That Can be Applied to Affect Enterprise Risk Management, Particularly as They Relate to IT-related Activities
• Methods to Effectively Manage and Report the Status of Identified Risks

Resource Management Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Resource Management Content

• Corporate Business and IT Resources (People, Applications, Infrastructure and Information)
• An Enterprise's Business and IT Resources and Acquisitions Processes (People, Application, Software, Hardware, Facilities and Outsourced Services)
• The Skill and Technology Mixes Required to Meet the Enterprise's Business Objectives
• Human Resources Management Processes and Optimisation Practices Needed to Meet Established Technical and Business Proficiency, Competency and Capability Requirements
• Outsourcing and Offshoring Processes That May Be Employed to Meet Investment Program and Operation and Service Level Agreements
• The Strengths and Weaknesses Inherent Within the Enterprise's Human and Technical Business and IT Resources and How to Identify Trainers With the Requisites Skill Sets to Maintain Work Competency and Proficiency
• Enterprise Business Strategies
• Business and IT Resource Planning and Strategies and Tactical Planning Methods, Techniques and Processes
• Quantative and Qualitative Methods Used to Determine and Evaluate Business and IT Resources Utilisation and the Availability of These Resources to Effectively Meet Enterprise Objectives
• Methods for Monitoring and Reporting on Business and IT Resource Performance

Performance Management Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Performance Management Content

• Enterprise's Business Objectives
• Strategy Mapping and Balance Scorecard Principles
• Scope, Objectives and Benefits of Commonly Used IT Maturity Models, Including Their Maturity Attributes
• Data Collection Techniques for Performance Measurement
• Continuous Improvement Methodologies
• IT Governance Implementation Practices
• Characteristics of, and Selection Criteria for, Measures and Metrics
• Outcome Measures and Performance Drivers
• Accepted Practices in Performance Measurement (e.g. Maturity Models) and Effective Industry
• Tools and Techniques That Facilitate Measurements, Good Communications and Organisational Change
• Automated Monitoring Tools and Techniques
• Root Cause Analysis Techniques
• Life Cycle Cost-benefit Analysis Techniques
• Evaluating and Monitoring IT Performance and Value Governance

Preperation for the CGEIT Exams

Are there entry requirements?

There are no pre-requisites for this course Highly experienced trainer Dr Geoff Harmer has over 29 years experience in the IT industry and has been awarded Chartered Engineer (CEng), Fellow of the British Computer Society (FBCS), Chartered Information Technology Professional (CITP) and Certified in The Governance of Enterprise IT (CGEIT) status. He is an accredited lecturer for ITIL with the Information Systems Examination Board (ISEB), for COBIT with ISACA and for ISO 20000 with APMG (formerly itSMF). He is also an Associate Lecturer in Technology with the Open University (since 2000).

The CGEIT course is designed to enable candidates to understand the roles, responsibilities and various focus areas of IT governance. The course is aimed at IT and business professionals who hold substantial positions in management, advisory or assurance related to the governance of enterprise IT.

This 4 day course takes place in London

Governance in IT

Introduced in 2007, the CGEIT designation is designed for professionals responsible for managing, providing advisory and assurance services, or otherwise support the governance of an enterprise's IT, and wish to be recognized for their IT Governance-related experience and knowledge. CGEIT is based on ISACA's and the IT Governance Institute's (ITGI's) intellectual property, with the input of subject matter experts from around the world.

What is CGEIT?

The Certified in the Governance of Enterprise IT (CGEIT) certification promotes the advancement of professionals who wish to be recognized for their IT governance-related experience and knowledge.

Why CGEIT?

CGEIT demonstrates proven expertise

Boards and executive management expect IT to deliver business value, with IT governance being a fundamental component of enterprise governance and success. A CGEIT designation demonstrates that the holder has proven experience and knowledge in the governance of enterprise IT.

CGEIT enhances credibility, influence and recognition

The CGEIT certification provides those who earn it, with the credibility needed to address critical issues with key executives and organisational board. CGEIT combines the achievement of passing a comprehensive exam, with the recognition of work, management and educational experience, providing the holder with wider recognition in the marketplace and influence at the executive level.

Available dates

• 14 - 17 Nov 2011

Who is this course suitable for?

CGEIT is specifically developed for IT and business professionals who have a significant management, advisory or assurance role, relating to the governance of enterprise IT, and for those who have experience in the following areas:

• IT Governance Framework
• Strategic Alignment
• Value Delivery
• Risk Management
• Resource Management
• Performance Measurement

What does this course cover?

• The IT Governance Framework
• Strategic Alignment
• Value Delivery
• Risk Management
• Resource Management
• Performance Management

During the course, you will learn the essential concepts, rational, and implications of each of the following areas of CGEIT:

The IT Governance Framework Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

The IT Governance Framework Content

• Effecting Organisational, Process and Cultural Change
• Components of an Enterprise Governance Framework
• Directing, Managing and Reporting on IT Governance Activities
• Business Drivers for IT Industry Practices, Standards & Frameworks
• Establishing Accountability
• COBIT, Val IT, Risk IT and Related Products & Frameworks
• Scope, Objective and Benefit of IT Practices, Standards & Frameworks
• Scope, Objective and Benefit of Continuous Process Improvement
• IT Governance Implementation Practices
• Relating and Complementing IT Practices, Standards and Frameworks
• Selecting, Customising and Integrating Relevant IT Practices, Standards and Frameworks
• Aligning the Application of IT Practices, Standards and Frameworks to the Enterprise's Need and Culture
• Assurance Methodologies and Techniques
• Marketing and Communication Methods and Techniques
• Setting the Direction for IT Governance Across the Enterprise
• Impact of Cultural Change and Choice of Timing Manner of Implementation Using Scenarios

Strategic Alignment Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Strategic Alignment Content

• Enterprise's Mission, Objectives, Culture, Economic and Business Environment, Key Business Processes, and How They Are Support by IT
• How an Enterprise's Structure, Operational Frameworks, System Resources, Internal and External Stakeholder Relationships and Culture Can Impact the Enterprise's Ability to Achieve Sufficient Strategic Alignment
• The Strategic Planning Process and Techniques
• Enterprise Architecture Components, Principles and Frameworks, and Their Implementations
• How to Map Strategy to Specific, Enabling Business Processes and IT Dashboard/Balanced Scorecard Principles to Monitor Key Goal and Performance Metrics
• Benchmarking Planned vs. Actual Strategic Performance
• Scope, Objectives and Benefits of IT Investment Programs
• Portfolio, Program and Project Management Techniques
• Linking Enterprise Business Strategy With Related Best Practices and Selling the Value Proposition to Key Stakeholders
• How Procedures, Monitoring and Updating of the IT Strategy Are Impacted and Implemented by Changes in Business Strategy
• Current and Future Technology Direction to Support the Business by Creation of Technological Infrastructure Plan and Architecture Board That Sets and Manages What Technology Can Deliver To Achieve Business Objectives

Value Delivery Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Value Delivery Content

• Value Governance Practices
• IT Investment Management Practices and Processes
• Business Case Development and Monitoring, Portfolio Program and Project Management Practices
• Managing and Reporting the Status of IT Investments
• IT Investment Processes, Funding Models and Investment Life Cycle Management, Including Benefits Management
• Cost Optimisation
• Solution Delivery Processes and Practices (Systems Development Life Cycle)
• Service Delivery Practices and Processes
• Enterprise, Information and IT Architecture Techniques and Frameworks

Risk Management Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Risk Management Content

• Context of Risk Management at the Strategic, Portfolio, Program, Project and Operations Level
• Risk Management Frameworks and Standards
• The Enterprise's Business Objectives
• The Enterprise's Risk Management Framework (Including the Risk Classification Model Used to Support Risk Identification and Assessment)
• The Enterprise's External Business Environment
• The Enterprise's Internal Environment
• How the Enterprise Defines and Executes Business Strategies to Achieve ITs Goals and Objectives
• How to Map Business Process Down to IT Process to Understand Dependencies and Root Cause
• The Enterprise's Risk Appetite
• The Enterprise's IT Resources (Applications, Information, Infrastructure and People)
• The Threats, Vulnerabilities and Opportunities Inherent in the Enterprise's Use of IT
• The Types of Business Risk, Exposures and Threats That Can Be Addressed Using IT Resources
• Quantative and Qualitative Methods to Determine Sensitivity, Criticality and Maturity of IT-related Contributions to Business Success
• Quantative and Qualitative Methods (Including Enterprise-specific Descriptive Measurement Scales, IT-related Asset Valuation Methods and Probability, Use of Both Audit and Stream Data Types, and Impact and Loss Expectancy Models/Techniques) to Asses IT Risks
• Methods to Discover More Rare, but High-Impact Risk Types, Such as Process Analysis Techniques
• Risk Mitigation Strategies in Relation to the Use of IT in the Enterprise
• Risk Management Techniques That Can be Applied to Affect Enterprise Risk Management, Particularly as They Relate to IT-related Activities
• Methods to Effectively Manage and Report the Status of Identified Risks

Resource Management Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Resource Management Content

• Corporate Business and IT Resources (People, Applications, Infrastructure and Information)
• An Enterprise's Business and IT Resources and Acquisitions Processes (People, Application, Software, Hardware, Facilities and Outsourced Services)
• The Skill and Technology Mixes Required to Meet the Enterprise's Business Objectives
• Human Resources Management Processes and Optimisation Practices Needed to Meet Established Technical and Business Proficiency, Competency and Capability Requirements
• Outsourcing and Offshoring Processes That May Be Employed to Meet Investment Program and Operation and Service Level Agreements
• The Strengths and Weaknesses Inherent Within the Enterprise's Human and Technical Business and IT Resources and How to Identify Trainers With the Requisites Skill Sets to Maintain Work Competency and Proficiency
• Enterprise Business Strategies
• Business and IT Resource Planning and Strategies and Tactical Planning Methods, Techniques and Processes
• Quantative and Qualitative Methods Used to Determine and Evaluate Business and IT Resources Utilisation and the Availability of These Resources to Effectively Meet Enterprise Objectives
• Methods for Monitoring and Reporting on Business and IT Resource Performance

Performance Management Overview

• Definition
• Objectives
• Task and Knowledge Statements
• Practice Questions

Performance Management Content

• Enterprise's Business Objectives
• Strategy Mapping and Balance Scorecard Principles
• Scope, Objectives and Benefits of Commonly Used IT Maturity Models, Including Their Maturity Attributes
• Data Collection Techniques for Performance Measurement
• Continuous Improvement Methodologies
• IT Governance Implementation Practices
• Characteristics of, and Selection Criteria for, Measures and Metrics
• Outcome Measures and Performance Drivers
• Accepted Practices in Performance Measurement (e.g. Maturity Models) and Effective Industry
• Tools and Techniques That Facilitate Measurements, Good Communications and Organisational Change
• Automated Monitoring Tools and Techniques
• Root Cause Analysis Techniques
• Life Cycle Cost-benefit Analysis Techniques
• Evaluating and Monitoring IT Performance and Value Governance

Preperation for the CGEIT Exams

Are there entry requirements?

There are no pre-requisites for this course Highly experienced trainer Dr Geoff Harmer has over 29 years experience in the IT industry and has been awarded Chartered Engineer (CEng), Fellow of the British Computer Society (FBCS), Chartered Information Technology Professional (CITP) and Certified in The Governance of Enterprise IT (CGEIT) status. He is an accredited lecturer for ITIL with the Information Systems Examination Board (ISEB), for COBIT with ISACA and for ISO 20000 with APMG (formerly itSMF). He is also an Associate Lecturer in Technology with the Open University (since 2000).