D494 TASK 1 DATA GOVERNANCE
GAPS AND BEST PRACTICES
ANALYSIS Exam Study Guide –
Practice Questions with Verified
Answers. GRADED A+. Latest
2026/2027 Update
, lOMoARcPSD|65951791
A. Describe the status of each of the data governance cornerstones:
• People – At Golden Maple bank, the current status of people
seems very disjointed. The organization operates in
departmental silos with limited coordination between
departments. There are no clearly identified data owners,
data stewards, or data custodians. The IT department
supports various technical needs of the Business Analytics
Department and the Data Warehousing Department,
however, each of these departments has their own sets of
policies and procedures. Additionally, there are issues
integrating data from these various departments. Enterprise
level decision making is also inadequate, which indicates
limited ongoing data governance structure.
• Technology- The use of a centralized data warehouse and
various data marts indicates an established, yet siloed
structure. Automated application scoring models and fraud
detection systems are in place, but adaptability is
questionable. Cloud based mobile app development is in
progress, which indicates a shift toward scalability.
• Process- Enterprise Information management does not
appear to be present. Each department has their own
policies and procedures signifying no formal governance
body overseeing data-related processes across departments.
Typical data governance processes like change management,
compliance, and audit-readiness lack formality and synergy.
Additionally, there is a lack of policy on data collection and
distribution, and no current processes established for SBAP
data.
• Data- Golden Maple Bank has accumulated a depth of
historical data for credit and fraud modeling. However, there
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GAPS AND BEST PRACTICES
ANALYSIS Exam Study Guide –
Practice Questions with Verified
Answers. GRADED A+. Latest
2026/2027 Update
, lOMoARcPSD|65951791
A. Describe the status of each of the data governance cornerstones:
• People – At Golden Maple bank, the current status of people
seems very disjointed. The organization operates in
departmental silos with limited coordination between
departments. There are no clearly identified data owners,
data stewards, or data custodians. The IT department
supports various technical needs of the Business Analytics
Department and the Data Warehousing Department,
however, each of these departments has their own sets of
policies and procedures. Additionally, there are issues
integrating data from these various departments. Enterprise
level decision making is also inadequate, which indicates
limited ongoing data governance structure.
• Technology- The use of a centralized data warehouse and
various data marts indicates an established, yet siloed
structure. Automated application scoring models and fraud
detection systems are in place, but adaptability is
questionable. Cloud based mobile app development is in
progress, which indicates a shift toward scalability.
• Process- Enterprise Information management does not
appear to be present. Each department has their own
policies and procedures signifying no formal governance
body overseeing data-related processes across departments.
Typical data governance processes like change management,
compliance, and audit-readiness lack formality and synergy.
Additionally, there is a lack of policy on data collection and
distribution, and no current processes established for SBAP
data.
• Data- Golden Maple Bank has accumulated a depth of
historical data for credit and fraud modeling. However, there
messages.downloaded_by
