DA0-002 Data Governance Practice Question
A retail company has a dashboard that tracks daily sales across all stores. The dashboard is used by the CEO during monthly board meetings. Recently, the CEO complained that the dashboard is confusing and takes too long to interpret. The data analyst is asked to redesign the dashboard to improve usability. The analyst has access to all sales data. The CEO prefers a high-level overview with the ability to drill down into regions if needed. The analyst must decide on a course of action. What should the analyst do first?
⚠ Common exam trap
Test-takers frequently assume more data or broader input (options A or B) is always better, when in fact the correct approach is to focus on the specific needs of the primary user to reduce confusion and improve usability.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Interview the CEO to determine key performance indicators and preferred layout.
The correct first step is to interview the CEO to determine key performance indicators and preferred layout. This ensures the dashboard is designed around the specific high-level metrics the CEO needs for monthly board meetings, with the ability to drill down into regions. Starting with stakeholder requirements prevents wasted effort on irrelevant visualizations or formats.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Revamp the dashboard with as many visualizations as possible.
Why it's wrong here
Adding every possible visualisation increases clutter, which is the confusion the CEO already complained about; usability comes from prioritising a few relevant charts. Maximal visual density suits exploratory analysis by analysts, not an executive overview, so it works against the high-level summary with optional drill-down requested.
- ✗
Conduct a survey of all employees to understand their needs.
Why it's wrong here
Surveying all employees gathers requirements from users who never see this board, delaying the redesign the CEO requested. Surveys are appropriate when building a new product for a broad audience with unknown needs; here the single stakeholder's stated preference for a high-level overview with regional drill-down already defines the requirement.
- ✗
Create a static PDF report instead of a dashboard.
Why it's wrong here
A static PDF removes the interactive drill-down into regions that the CEO explicitly requires, and cannot be explored during the meeting. Static exports suit fixed distribution where recipients need a snapshot and no interactivity; this scenario demands an interactive dashboard, so converting formats contradicts the stated requirement.
- ✓
Interview the CEO to determine key performance indicators and preferred layout.
Why this is correct
Interviewing the CEO first establishes which KPIs and layout the board actually needs, grounding the redesign in user requirements before any technical work. Building charts or queries beforehand risks misalignment with the executive audience's stated preference for a high-level overview with drill-down.
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