Benefits Governance and Reporting CGEIT Practice Questions (Page 4)

Questions 16–20

1. 16application · medium

   A healthcare provider is implementing a new patient portal expected to reduce administrative call volume by 20%. The project team has set up a KPI dashboard that tracks the number of portal registrations and monthly active users. However, the governance board wants to see evidence of the actual benefit. What additional monitoring mechanism should be added to the dashboard?

   • AA KPI that tracks the total number of inbound calls to the call center before and after portal launch.
   • BA customer satisfaction survey administered to portal users.
   • CA milestone review schedule that tracks project deliverables against the original plan.
   • DA KPI that measures the average call handling time for the call center.
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2. 17expert · hard

   A manufacturing company is evaluating a new automation system. The project has a high initial cost but is expected to generate significant cost savings over five years. The company's CFO wants to use ROI to evaluate the investment, but the CEO is concerned that ROI does not account for the strategic benefit of improved product quality. The company's governance framework requires that investment decisions consider both financial and strategic factors. What is the most appropriate evaluation approach?

   • ADefer the decision until the strategic benefits can be quantified in financial terms.
   • BUse cost-benefit analysis and present the results to the board for a subjective decision.
   • CUse ROI as the sole criterion because it is the most objective financial measure.
   • DUse a value-based assessment that incorporates both financial returns and strategic benefits such as product quality.
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4. 18expert · hard

   A public sector organization has implemented a new citizen services portal. The expected benefits include reduced processing time and improved citizen satisfaction. The organization's governance board is composed of elected officials who are not familiar with IT metrics. The board wants to understand the value delivered by the portal. The CIO has prepared a detailed report with KPIs, dashboards, and technical details. The board is confused. What should the CIO do?

   • ACreate a high-level summary that translates technical KPIs into business outcomes, such as 'citizens receive permits 30% faster'.
   • BReduce the frequency of reporting to annually to avoid overwhelming the board.
   • CPresent the detailed report as-is, assuming the board will understand it.
   • DProvide the board with access to the real-time dashboard so they can explore the data themselves.
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5. 19expert · hard

   A telecommunications company has implemented a new customer service system. The expected benefit is a 20% increase in customer satisfaction scores. The company has set up a dashboard that tracks customer satisfaction scores monthly. However, the dashboard does not include any leading indicators, such as first-call resolution rate or average wait time. The governance board wants to be able to predict whether the benefit will be achieved. What should the company add to the dashboard?

   • AA cost-benefit analysis to evaluate the financial return of the system.
   • BMore frequent customer satisfaction surveys to get more data points.
   • CA milestone review schedule to track project deliverables.
   • DLeading indicators such as first-call resolution rate and average wait time, which are correlated with customer satisfaction.
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6. 20expert · hard

   A global bank has implemented a new customer analytics platform. The expected benefit is a 15% increase in cross-selling revenue. The program has been running for nine months. The governance board receives a monthly dashboard showing cross-selling revenue growth, but the data is aggregated globally and does not break down by region or product line. The board is concerned that the reported growth may be driven by a few high-performing regions, masking underperformance elsewhere. The bank's CIO proposes to add a regional breakdown to the dashboard. However, the program manager argues that the global metric is sufficient and that adding regional detail will complicate the report. The board must decide. What is the most appropriate governance action?

   • AAccept the global metric as sufficient because it reflects overall performance.
   • BDelay any changes until the end of the year when the full benefit period is complete.
   • CConduct a one-time deep-dive analysis but keep the monthly dashboard global.
   • DRequire the dashboard to include regional and product-line breakdowns to enable identification of underperforming areas.
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