A product life cycle is the length of time from a product first being introduced to consumers until it is removed from the market. It consists of four or five stages, depending on the source: introduction, growth, maturity, decline, and sometimes development1. A product life cycle information can help the enterprise to estimate the ongoing maintenance costs of IT-enabled business investments, as well as their expected benefits, risks, and returns. By requiring business cases to have product life cycle information, the enterprise can prioritize IT-enabled business investments based on their long-term value and alignment with the enterprise's objectives2.
A balanced scorecard is a management system that clarifies the strategy and vision of an organization, translating them into action that can be tracked. It uses four perspectives: financial, customer, internal business process, and knowledge, education, and growth3. A balanced scorecard for the IT project portfolio can help the enterprise to measure the performance and value of IT projects, but it does not necessarily consider the ongoing maintenance costs of IT-enabled business investments.
A portfolio manager is a specialized project manager who focuses on IT projects. They are responsible for keeping projects within budget, optimizing time management for IT teams, and allocating resources appropriately4. Establishing a portfolio manager role to monitor and control the IT projects can help the enterprise to manage its IT project portfolio more effectively, but it does not address the issue of prioritizing IT-enabled business investments based on their ongoing maintenance costs.
An enterprise architecture (EA) is a conceptual blueprint that defines the structure and operation of an organization. It describes the current and future state of the organization in terms of its strategy, processes, information systems, and technology infrastructure5. Mandating an EA review with business stakeholders can help the enterprise to align its IT-enabled business investments with its strategic goals and ensure compliance with defined security rules, but it does not solve the problem of considering the ongoing maintenance costs of IT-enabled business investments.

Effective IT governance is the process of ensuring that IT supports the achievement of the organization's goals and objectives, and delivers value to its stakeholders1. IT governance involves aligning the IT strategy, policies, processes, and resources with the business strategy, needs, and expectations2. Therefore, the BEST evidence of effective IT governance is business value and customer satisfaction. Business value is the measure of the benefits and outcomes that IT provides to the organization, such as increased revenue, reduced costs, improved efficiency, enhanced innovation, or competitive advantage3. Customer satisfaction is the measure of the quality and performance of IT services and products, as perceived by the internal and external customers of the organization, such as employees, partners, suppliers, or end-users. By demonstrating business value and customer satisfaction, IT governance can show that IT is aligned with and supports the business goals and objectives.
The other options are not as good as option B. While cost savings and human resource optimization, IT risk identification and mitigation, and comprehensive IT policies and procedures are important aspects of IT governance, they are not sufficient to demonstrate effective IT governance. They are rather means to achieve the end goal of delivering business value and customer satisfaction. They do not necessarily reflect the extent to which IT supports the achievement of the organization's goals and objectives. References := What is IT Governance? Definition & Examples | ASQ2 What is IT governance? A formal way to align IT & business strategy1 How to Measure the Value of an IT Investment - TechSoup3 Measuring Customer Satisfaction in Information Technology Services - ISACA

When determining the optimal IT service levels to support business, the most important factor is the cost
/benefit to the business. This means that the IT service levels should be aligned with the business objectives, needs, and expectations, and that the benefits of providing a certain level of IT service should outweigh the costs of delivering it. The cost/benefit analysis should consider both the direct and indirect costs and benefits of IT service levels, such as the impact on customer satisfaction, revenue, productivity, quality, risk, compliance, innovation, and competitive advantage. A cost/benefit analysis can help IT managers justify their IT service level decisions and communicate them effectively to the business stakeholders. References := IT cost/benefit analysis: Why it matters and how to do it right, IT Support Levels Clearly Explained: L1, L2, L3
& More, IT support levels: definition, tiers and advantages, The Importance of Adopting Formal IT Service Management

According to the CGEIT certification guide, the best method for determining an enterprise's current appetite for risk is interviewing senior management. This is because senior management is responsible for setting the risk appetite and tolerance of the enterprise, and for balancing the security and business needs. The risk appetite reflects the amount and type of risk that an organization is willing to take in order to meet their strategic objectives. Interviewing senior management can help to understand their perspectives, expectations, and preferences regarding risk taking1. The other options are less effective than option A, as they do not directly capture the senior management's input or risk-based decision making. References := CGEIT certification guide, domain 3: Risk Optimization, section 3.1: Risk Governance, page 87.

This should be the committee's first recommendation, as it will help to identify and evaluate the potential threats, vulnerabilities, and impacts of using personal smartphones to conduct corporate business1. A risk assessment will also help to determine the appropriate controls and mitigation strategies to protect the corporate information and assets, as well as comply with the relevant regulations and standards1. The other options are not as important as performing a risk assessment, as they are dependent on the outcome of this step. Documenting procedures for securing personal devices, improving training courses on securing corporate information, and updating the corporate security policy to include personal devices are possible actions that may be taken after performing a risk assessment, based on the identified risks and their levels2.