Practice C16-015–028
C16-015 — Critical Success Factors
Foundational · Recall
Which item is one of Chapter 16's ten critical success factors for an effective Data Management Organization?
A. Mandatory centralized reporting.
B. One universal operating model.
C. Executive sponsorship.
D. Technology replacement before stakeholder engagement.
C16-016 — Critical Success Factors
Standard · Distinguish
Which statement best distinguishes clear vision from communication?
A. Clear vision is only for executives, while communication is only for technical staff.
B. Clear vision measures adoption, while communication sets compensation.
C. They are interchangeable labels for the same activity.
D. Clear vision defines what the DMO is and why it matters; communication repeatedly carries tailored messages about that vision, changes, and expected behaviors to stakeholder groups.
C16-017 — Critical Success Factors
Standard · Understand
What does leadership alignment primarily ensure?
A. Leaders agree on the need for the improvement program, how success is defined, and how their goals align with Data Management outcomes and value.
B. Every leader has identical operational responsibilities.
C. All decisions are moved to a single executive.
D. Stakeholders no longer need tailored communication.
C16-018 — Critical Success Factors
Difficult · Apply
A new DMO has strong technical design but no plan for role transitions, behavior change, resistance, or sustainability. Which success factor is most directly missing?
A. Adoption measurement.
B. Proactive change management.
C. Adherence to guiding principles.
D. Data Architecture.
C16-019 — Critical Success Factors
Difficult · Apply
Which metric best reflects the 'adoption measurement' success factor?
A. The number of boxes in the DMO organization chart.
B. Whether the sponsor attended the kickoff meeting.
C. The change from a previous state in use of Data Management guidelines and the measurable effect on processes, risk response, analytics, or business results.
D. The count of technologies owned by the Data Management team.
C16-020 — Critical Success Factors
Difficult · Apply
A hybrid DMO repeatedly stalls because central and business-unit teams interpret priorities differently. Which Chapter 16 success factor most directly provides common reference points for decisions?
A. Evolution not revolution.
B. Orientation and training.
C. Executive sponsorship alone.
D. Adherence to guiding principles.
C16-021 — Critical Success Factors
Expert · Apply
A DMO redesign has broad support but would require simultaneously changing reporting lines, policies, tools, committees, and every business process. What adjustment most closely follows 'evolution not revolution'?
A. Sequence high-value changes in manageable increments so policies, processes, and behaviors can be adopted and sustained.
B. Launch all changes at once to maximize visibility.
C. Freeze the existing state indefinitely.
D. Eliminate stakeholder involvement to speed execution.
C16-022 — Building the DMO & Stakeholders
Foundational · Recall
When implementing an operating model, where should the organization start looking for people to fill Data Management roles?
A. Only in an external recruiting campaign.
B. Among teams and individuals already performing Data Management activities, even if their titles do not say 'data'.
C. Only among current IT architects.
D. Only among employees already reporting to the CDO.
C16-023 — Building the DMO & Stakeholders
Standard · Understand
After people are mapped to new Data Management roles, why may Human Resources need to be involved?
A. To choose the enterprise data architecture.
B. To replace the executive sponsor.
C. To validate titles, role expectations, compensation, and performance objectives and ensure roles are positioned at a credible organizational level.
D. To determine Data Quality rules for business attributes.
C16-024 — Building the DMO & Stakeholders
Standard · Distinguish
What is the main caution when using an existing committee instead of creating a new Data Governance Steering Committee?
A. Existing committees cannot make decisions by definition.
B. Using an existing committee automatically creates a centralized model.
C. Existing committees may include business leaders.
D. Data Management may not receive enough attention, especially in the early stages.
C16-025 — Building the DMO & Stakeholders
Difficult · Apply
Which person or group qualifies as a stakeholder in Chapter 16?
A. Anyone who can influence or be affected by the Data Management improvement program, including internal or external parties.
B. Only employees assigned formal Data Management titles.
C. Only executives with budget authority.
D. Only internal business users of governed data.
C16-026 — Building the DMO & Stakeholders
Difficult · Apply
A regulator has high influence over the program and high interest because new controls directly affect compliance. How should the stakeholder map classify the regulator?
A. Meet Their Needs.
B. Key Player.
C. Show Consideration.
D. Lower Priority.
C16-027 — Building the DMO & Stakeholders
Difficult · Apply
A senior finance executive can strongly influence funding but has limited day-to-day interest in the DMO. Which engagement category best fits?
A. Key Player.
B. Show Consideration.
C. Meet Their Needs.
D. Lower Priority.
C16-028 — Building the DMO & Stakeholders
Expert · Apply
A critical operations leader agrees to help for one quarter but does not see how the DMO supports her performance goals. What should the DMO lead do to build durable support?
A. Add the leader to every working group regardless of relevance.
B. Rely only on the executive sponsor to compel participation.
C. Wait until after implementation to explain the connection.
D. Link the outputs of Data Management processes directly to the leader's personal and professional goals and explain why her involvement is necessary.