This means that the IT steering committee is responsible for ensuring that the IT strategy aligns with and supports the business strategy, vision, and goals of the organization. The IT steering committee is also responsible for overseeing and approving major IT initiatives, projects, and investments, and allocating resources and priorities accordingly12.
Developing and assessing the IT security strategy (B) is not the main responsibility of the IT steering committee, but rather a specific aspect of the IT strategy that may be delegated to a subcommittee or a dedicated security function. The IT steering committee may provide guidance and oversight for the IT security strategy, but it is not directly involved in developing and assessing it12.
Implementing processes to integrate security with business objectives is not the main responsibility of the IT steering committee, but rather an operational task that may be performed by the IT management and staff. The IT steering committee may monitor and evaluate the effectiveness of the security processes, but it is not directly involved in implementing them12.
Developing and implementing the secure system development framework (D) is not the main responsibility of the IT steering committee, but rather a technical task that may be performed by the IT developers and engineers. The IT steering committee may approve and endorse the secure system development framework, but it is not directly involved in developing and implementing it12.

A post-implementation review (PIR) is a process to evaluate whetherthe objectives of the project were met, determine how effectively this wasachieved, learn lessons for the future, and ensure that the organisation gets the most benefit from the implementation of projects1. A PIR is an important tool for assessing the success and value of a project, as well as identifying the areas for improvement and best practices for future projects.
One of the key elements of a PIR is to measure the benefits of the project against the expected outcomes and benefits that were defined at the beginning of the project. Measurable benefits are the quantifiable and verifiable results or outcomes that the project delivers to theorganisation or its stakeholders, such as increased revenue, reduced costs, improved quality, enhanced customer satisfaction, or compliance with regulations2.
Measurable benefits should be aligned with the organisation's strategy, vision, and goals, and should be SMART (specific, measurable, achievable, relevant, and time-bound).
The finding that measurable benefits were not defined is of greatest significance among the four findings, because it implies that:
The project did not have a clear and agreed-upon purpose, scope, objectives, and deliverables The project did not have a valid and realistic business case or justification for its initiation and implementation The project did not have a robust and effective monitoring and evaluation mechanism to track its progress, performance, and impact The project did not have a reliable and transparent way to demonstrate its value proposition and return on investment to the organisation or its stakeholders The project did not have a meaningful and actionable way to learn from its achievements and challenges, and to improve its processes and practices Therefore, an IS auditor should recommend that measurable benefits are defined for any project before its implementation, and that they are reviewed and reported regularly during and after the project's completion.
The other possible findings are:
A lessons-learned session was never conducted: This is a significant finding, but not as significant as the lack of measurable benefits. A lessons-learned session is a process of capturing and documenting the knowledge, experience, and feedback gained from a project, both positive and negative. A lessons-learned session helps to identify the strengths and weaknesses of the project management process, as well as the best practices and lessons for future projects. A lessons-learned session should be conducted at the end of each project phase or milestone, as well as at the end of the project. However, even without a formal lessons-learned session, some learning may still occur informally or implicitly among the project team members or stakeholders.
The projects 10% budget overrun was not reported to senior management: This is a significant finding, but not as significant as the lack of measurable benefits. A budget overrun is a situation where the actual cost of a project exceeds its planned or estimated cost. A budget overrun may indicate poor planning, estimation, or control of the project resources, or unexpected changes or risks that occurred during the project implementation. A budget overrun should be reported to senior management as soon as possible, along with the reasons for it and the corrective actions taken or proposed. However, a budget overrun may not necessarily affect the quality or value of the project deliverables or outcomes if they are still within acceptable standards or expectations.
Monthly dashboards did not always contain deliverables: This is a significant finding, but not as significant as the lack of measurable benefits. A dashboard is a visual tool that displays key performance indicators (KPIs) or metrics related to a project's progress, status, or results. A dashboard helps to monitor and communicate the performance of a project to various stakeholders in a concise and clear manner. A dashboard should include deliverables as one of its components, along with other elements such as schedule, budget, quality, risks, issues, or benefits. However, even without deliverables in monthly dashboards, some information about them may still be available from other sources such as reports or documents.
References: 1: What is Post-Implementation Review in Project Management? 2: The role and importance of the Post Implementation Review

This directly addresses the gap for new hires, creates a consistent expectation regardless of hiring date, and formalizes the process within organizational policy.
References
ISACA CISA Review Manual (Current Edition) - Chapters on Information Security Policies, Training and Awareness Industry Best Practices for Security Awareness - Emphasize the importance of timely and comprehensive training for new employees.

The best source of information for IT management to estimate resource requirements for future projects is the records of actual time spent on projects. This data can provide a realistic and reliable basis for forecasting future resource needs based on historical trends and patterns. The records of actual time spent on projects can also help IT management to identify any gaps or inefficiencies in resource allocation and utilization. The human resources (HR) sourcing strategy is not a good source of information for estimating resource requirements for future projects, as it may not reflect the actual demand and availability of IT resources. The peer organization staffing benchmarks are not a good source of information for estimating resource requirements for future projects, as they may not account for the specific characteristics and needs of each organization. The budgeted forecast for the next financial year is not a good source of information for estimating resource requirements for future projects, as it may not be based on accurate or realistic assumptions. References:
CISA Review Manual, 27th Edition, pages 465-4661
CISA Review Questions, Answers and Explanations Database,Question ID: 263

The best way to foster continuous improvement of IS audit processes and practices is to establish and embed quality assurance (QA) within the IS audit function, as this will ensure that the IS audit activities are aligned with the standards, expectations, and objectives of the organization and the stakeholders12. QA involves periodic internal and external assessments, benchmarking, feedback, and root cause analysis to identify and address gaps, issues, and opportunities for improvement34.
References
1: The Basics and Principles of Continuous Improvement4 2: ISO 9001 Auditing Practices Group Guidance on5 3: INSIGHTS TO QUALITY3 4: Continuous Auditing: Coordinating Continuous Auditing and Monitoring to Provide Continuous Assurance2