IAPP AIGP - Artificial Intelligence Governance Professional

The correct answer isD. While modernization through software may support efficiency, it isnot a foundational or essential componentof designing an integrated strategy.

From the AI Governance in Practice Report2025:

“Integrated strategies rely on senior management support, ethical reviews, and stakeholder engagement... The use of tools and platforms may come later as an operational enhancement.”

Also confirmed in AIGP Body of Knowledge:

“Key components of a governance framework include leadership buy-in, ethical analysis, and stakeholder input. Tools are supporting elements—not strategic drivers.”

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The GDPR requires that individuals have the right to not be subject to decisions based solely on automated processing, including profiling, unless specific exceptions apply. One effective control is to establish a human-in-the-loop procedure (D), ensuring human oversight and the ability to contest decisions. This goes beyond just-in-time notices (A), data safeguarding (B), or review rights (C), providing a more robust mechanism to protect individuals' rights.

The correct answer isD – Privacy impact assessments (PIAs). These aredirectly adaptablefor identifying risks in AI systems, particularly around data usage, bias, and individual impacts.

From the AIGP ILT Guide – Risk Management Module:

“PIAs and DPIAs are existing tools used in privacy compliance that can be extended to evaluate the risks of AI, including fairness, explainability, and legality.”

AI Governance in Practice Report2025further explains:

“Organizations can adapt privacy impact assessments to evaluate the ethical, legal, and technical risks posed by AI systems. They provide a structured and recognized method.”

PIAs are preferable over general security practices (like pen testing) which do not address algorithmic bias or legal compliance directly.

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Typically, actors involved in the AI development life cycle include data architects (who design the data frameworks), socio-cultural and technical experts (who ensure the AI system is socio-culturally aware and technically sound), and legal and privacy governance experts (who handle the legal and privacy aspects). Government regulators, while important, are not directly engaged in the development process but rather oversee and regulate the industry. Reference: AIGP BODY OF KNOWLEDGE and AI development frameworks.

The correct answer isD. Forming adedicated governance committeeensures continuous oversight, role clarity, and accountability throughout the AI lifecycle.

From the AIGP ILT Guide – Governance Structures:

“Organizations using AI in high-impact scenarios should establish a governance body responsible for oversight of risk, compliance, and ethical alignment.”

Also reflected in AI Governance in Practice Report2025:

“Committees support cross-functional decision-making, provide guidance for updates, and maintain accountability. This is especially critical for high-stakes applications like marketing to diverse audiences.”

Options A, B, and C are valid supplementary actions, butDoffers a long-term and systematic governance mechanism.

 

Risk probability/severity testing is not typically used to evaluate the performance of an AI system. While important for risk management, it does not directly assess an AI system's operational performance. Adversarial robustness, statistical sampling, and decision analysis are all methods that can help evaluate the performance of a responsible AI system by testing its resilience, accuracy, and decision-making processes under various conditions. Reference: AIGP Body of Knowledge on AI Performance Evaluation and Testing.

The Singapore Model AI Governance Framework recommends several measures to promote the responsible use of AI, such as determining the level of human involvement in decision-making, adapting governance structures, and establishing communications and collaboration among stakeholders. However, employing human-over-the-loop protocols is not specifically mentioned in this framework. The focus is more on integrating human oversight appropriately within the decision-making process rather than exclusively employing such protocols. Reference: AIGP Body of Knowledge, section on AI governance frameworks.

When monitoring the functional performance of a model deployed into production, concerns typically include feature drift, model drift, and data loss. Feature drift refers to changes in the input features that can affect the model's predictions. Model drift is when the model's performance degrades over time due to changes in the data or environment. Data loss can impact the accuracy and reliability of the model. However, system cost, while important for budgeting and financial planning, is not a direct concern when monitoring the functional performance of a deployed model. Reference: AIGP Body of Knowledge on Model Monitoring and Maintenance.

In the design phase of integrating data from different sources, identifying fits and gaps is crucial. This process involves understanding how well the data from the clinical research partner aligns with the healthcare network's existing data. It ensures that the combined data set is coherent and can be effectively used for training the AI algorithm. This step helps in spotting any discrepancies, inconsistencies, or missing data that might affect the performance and accuracy of the AI model. It directly addresses the integrity and compatibility of the data, which is foundational before applying any privacy-enhancing technologies, labeling, or evaluating the origin of the data. Reference: AIGP Body of Knowledge on Data Integration and Quality.

Training an AI model is time-consuming primarily due tomodel complexity,large data volumes, and the need forhigh-quality, well-prepared data.

From theAI Governance in Practice Report2025:

“Most AI requires sizeable amounts of high-quality data… to ensure desired and accurate output.” (p. 15)

“The accuracy of AI model outputs depends significantly on the quality of their inputs.” (p. 24)

“Complex AI systems… with many parameters… result in long development and training phases.” (p. 32)

B. Maturity of governanceaffects oversight, not training time.

D. Number of stakeholdersaffects alignment, not direct training duration.