CS Professional June 2025 Question Paper Artificial Intelligence, Data Analytics and Cyber Security - Laws and Practice

FOR CS PROFESSIONAL EXAM PREPARATION

CS Professional 2025
Question Paper ·
Artificial Intelligence,
Data Analytics and
Cyber Security - Laws
and Practice
EXAM YEAR TYPE

CS Professional 2025 Question Paper
SUBJECT

Artificial Intelligence, Data Analytics and Cyber Security - Laws and Practice
DATE

June 2025

Notes · Sample Papers · Previous Year Papers · Mock Tests

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NEW SYLLABUS
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Roll No. ..................................... OPEN BOOK EXAMINATION

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Time allowed : 3 hours
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Maximum marks : 100
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Total number of printed pagesl : 15
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Total number of questions : 4
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NOTE : Answer ALL Questions.

1. In a high-level management discussion at Zedtronics Solutions Ltd, a leading technology firm,

the legal team, Artificial Intelligence (AI) researchers, and Compliance personnel gathered to

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explore the evolving complexities of artificial intelligence, copyright laws, and digital regulations.

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e produce unique works of music, text and design.
The discussion was triggered by a real-time scenario–an AI-powered content generator recently

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developed by the Company that could
a used in various projects, leading to an internal debate about
This innovation had already been

the ownership and copyrightability of AI-generated content.

The legal team pointed out that the current copyright framework primarily recognizes human

authorship. Some experts argued that since AI models are trained using vast datasets, the

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developers who curate these datasets and fine-tune the model should hold the copyright.

c. o Others emphasized that users who direct the AI’s output through sspecific
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a in novel ways without direct
a crucial creative role and should, therefore, be granted authorship.

ag noted that AI-generated works often combine existing ideas

human input, raising concerns about whether such works meet the originality threshold required

for copyright protection. Some jurisdictions had recently acknowledged AI-generated works

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by assigning authorship to the person initiating the creative process, whereas others remained

firm that only humans could hold intellectual property rights. Additionally, the risk of monopolistic

control over AI-generated content was highlighted, as granting rights to developers could lead

to restrictive licensing models, limiting creativity and access for end users.

The conversation then transitioned to the broader regulatory landscape, particularly the

government’s evolving approach to digital governance. With increasing dependence on digital

platforms, a newly introduced regulation aimed at structuring compliance in the online space

had sparked debate. The compliance officer explained that small and medium-sized enterprises

(SMEs) were particularly vulnerable, as they often lacked the resources to implement extensive

compliance measures. Content creators and online businesses also faced challenges concerning

new standards for digital platforms. While ensuring accountability was essential, overly rigid

measures could risk stifling creativity and engagement, potentially leading to excessive content

takedowns. The discussion also touched on the issue of data localization, with questions raised

about the implications for global trade and the ability of businesses to store information across

borders. Some felt that enforcing data localization could strengthen national security, while

others warned of the economic and operational challenges for companies navigating multi-

jurisdictional regulations.

Another pressing concern in the discussion was the increased reliance on digital records in

legal proceedings. The legal department referenced recent case where manipulated digital evidence

had led to an erroneous judicial outcome, underscoring the risks associated with electronic

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documentation. Company's compliance experts stressed the importance of implementing stringent

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verification mechanisms, including emerging technologies such as blockchain for secure

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documentation. However, challenges remained in distinguishing between accidental errors and
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deliberate falsification, raising the question of how accountability should be structured in such

cases. There was also a discussion on whether the legal system was adequately equipped

to assess digital evidence and whether new forensic methodologies needed to be standardized

across courts.

As the meeting progressed, the focus shifted to evolving challenges in data security, privacy

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concerns, and customer relationship management, the leadership team recognized the need

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for a strategic approach to technology integration that aligns with business objectives.

The conversation concluded with g
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areflections on the broader impact of these legal and regulatory
developments. While technological advancements offered immense opportunities for innovation,

there was a growing need for balanced legal frameworks that protected stakeholders without

hindering progress. As AI and digital regulations continued to evolve, organizations had to

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remain agile, adapting their compliance strategies to align with emerging legal standards.

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In the light of above case scenario, answer the following questions :

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las (a)
ag be the rightful copyright
You being in the legal team of Zedtronics Solutions suggest, should the law evolve

ag to recognize AI-generated content, and if so, who should

holder ? Support your answer with a case law.

(5 marks)

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(b) In the light of a judicial precedent of a case in the Delhi High Court, regarding

the issue of whether an AI generated work can be copyrighted in India, comment

whether granting copyright to AI developers encourages innovation or creates monopolistic

control ?

(5 marks)

(c) What are the key concerns which Zedtronics Solutions Ltd may face in balancing

business interests, individual privacy, and national security under new digital regulations

i.e., Digital India Act 2023 ?

(5 marks)

(d) ‘‘Company’s compliance experts stressed the importance of implementing stringent

verification mechanisms, for secure documentation. However challenges remained

in distinguishing between accidental errors and deliberate falsification, raising the

question of how accountability should be structured in such cases.’’ In the light

of the above statement state how can legal frameworks effectively differentiate between

unintentional mistakes in digital records and the deliberate fabrication of electronic evidence

in judicial proceedings ?

(5 marks)

(e) Explain the significance of data privacy as a fundamental right and outline the key

challenges individuals face in protecting their personal information online.

(5 marks)

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2. The risk management committee and the senior leadership team of a Paythen Ltd, a major

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fintech company and Kyuthen Ltd, its e-commerce subsidiary convened for a strategic

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cybersecurity review. As both companies expanded their digital presence, concerns over
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cybersecurity threats, regulatory compliance, and operational risks became more pressing. The

Chief Risk Officer (CRO) opened the session by emphasizing the need for a proactive approach

to cybersecurity. He invited the Chief Information Security Officer (CISO) to brief the team

on how the e-commerce subsidiary could enhance its network security to prevent DoS attacks

and unauthorized access. The CISO suggested implementing stateful inspection to monitor network

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traffic dynamically, while the Chief Technology Officer (CTO) argued that proxy-based filtering

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would provide greater control over outbound

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approach, combining multiple filtering techniques, would likely provide the best balance between

security and performance.

The conversation naturally evolved to secure remote and hybrid access for employees across

both entities. The Head of IT Security explained that traditional VPNs were proving insufficient

in handling diverse access points, and the company was considering a shift toward zero-

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trust architecture. The committee discussed the benefits of identity and access management
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Resources Officer (CHRO) raised concerns about the impact on employee

a a debate on how to maintain a seamless user experience while ensuring robust security. Endpoint

security for personal devices also emerged as a critical topic, with the Risk Management

Committee stressing the importance of strict policies and cybersecurity awareness programs.

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Midway through the session, the discussion shifted to a recent cybersecurity breach at competitor

fintech company, where sensitive customer data had been compromised. The Compliance Officer

reminded the leadership team of their obligation to report such incidents to the national

cybersecurity response agency, warning that non-compliance could lead to penalties and

reputational damage. The CRO questioned whether the Company's security policies were

sufficiently proactive or merely reactive. The consensus was that investing in continuous threat

monitoring and incident response mechanisms was essential to prevent future breaches.

Attention then turned to risk management at the multinational level. The fintech company was

rapidly expanding its operations, and the committee recognized the need for a globally recognized

cybersecurity framework. The CIO emphasized the importance of prioritizing investments in

cybersecurity infrastructure based on critical operational risks. The team explored strategies

for integrating cybersecurity risk management with business objectives, ensuring that investments

in cybersecurity were both effective and cost-efficient. The discussion underscored the significance

of aligning cybersecurity strategies with regulatory requirements across different regions, ensuring

compliance while optimizing security practices.

Further complicating matters, one of the firm's major financial clients faced increasing cyber

threats, including phishing, ransomware, and identity fraud. The firm was engaged in helping

this client develop a robust Cyber Crisis Management Plan (CCMP) that aligned with regulatory

frameworks and RBI guidelines. Cybersecurity and regulatory teams worked closely with the

client to integrate proactive threat detection, swift incident response strategies, and effective

recovery protocols. The firm also advised on fostering a cybersecurity-conscious corporate

culture to minimize risks associated with human error.

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As the meeting neared its conclusion, a critical issue surfaced concerning the e-commerce

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subsidiary. The platform had come under legal scrutiny for allegedly enabling the sale of

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e out that this protection was contingent on demonstrating due diligence.a
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counterfeit products. While the Company claimed intermediary protection from liability, legal
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expertsapointed
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a revolved around the necessary steps the e-commerce platform should take, including
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setting up automated monitoring tools, strengthening seller verification processes, and swiftly

acting on customer complaints regarding counterfeit goods. The committee emphasized that

beyond legal compliance, ensuring a trustworthy platform was essential for maintaining customer

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confidence and long-term sustainability.

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. the following questions :
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In the light of above case scenario, answer

How should the e-commercela
(a)
a g subsidiary of both Paythen Ltd and Kyuthen Ltd optimize

network security using hardware as well as software or combination of both to prevent

DoS attacks and unauthorized access while maintaining efficiency ?

(5 marks)

(b) Explain the key components of a Cyber Crisis Management Plan and outline its
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significance in mitigating cyber risks for financial institutions.
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(5 marks)

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ag (c) How should the Paythen Ltd respond to a cybersecurity breach while ensuring regulatory

compliance and strengthening its cyber resilience ? Name and state the role of national

nodal agency in this regard.

(5 marks)
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(d) What measures should Paythen Ltd implement to enhance cybersecurity resilience and

protecting critical infrastructure to manage risks effectively across its operations and

supply chain ?

(5 marks)

(e) Explain the method which the e-commerce subsidiaries of fintech companies Paythen

Ltd and Kyuthen Ltd should use to navigate legal risks related to counterfeit products

while ensuring responsible platform management.

(5 marks)

3. In a recent strategic management meeting held at Sainik Enterprises Ltd, a medium-sized

enterprise operating in the precision engineering sector, senior management engaged in an

intensive discussion regarding the Company’s technology infrastructure and its preparedness

for future growth. The enterprise had witnessed commendable expansion over the past five

years, extending its market presence significantly within India and internationally. However,

operational bottlenecks, fragmented data management systems, and escalating cybersecurity

concerns had surfaced, compelling the leadership to critically evaluate the existing technological

framework.

During the meeting, Priyank Sharma, the Head of IT and Data Security, highlighted an alarming

incident that had recently shaken the confidence of enterprises nationwide. In one highly publicized

cybercrime case, an employee at an Indian call center misused confidential credit card details

of an international customer to conduct unauthorized online transactions. The incident not only

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led to severe reputational damage but also resulted in India’s first conviction for cybercrime

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involving the misuse of foreign customers’ data. Drawing parallels, Priyank emphasized the

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critical importance of strengthening internal data governance and robust cybersecurity practices.

l was compounded by the increasing reliance on cloud-based services,a which,
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despite their operational benefits, inherently heightened risks associated with data breaches

and insider threats.

Adding to the complexity, Anita Kar, the Chief Operations Officer, steered the discussion

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towards the Company's immediate need for a comprehensive Enterprise Resource Planning

(ERP) system. He argued that fragmented m
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s e legacy systems were creating inefficiencies, inaccurate

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forecasting, and inventory mismanagement. According to Anita, investing in an ERP solution

was vital not only for integrated management of core business processes but also for enhancing

real-time visibility across departments, enabling informed decision-making. Nevertheless, the

management acknowledged that selecting an ERP system required meticulous evaluation, balancing

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cost constraints, necessary functionalities’, and vendor reliability. It was clear from previous

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internal assessments that indiscriminate ERP adoption without thorough due diligence had led

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competitors into financial overruns and operational setbacks. Ananda Menon, the Finance Head,

g echoed the cautious sentiment, emphasizing the necessity of aastructured evaluation framework
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before committing significant capital investment into any ERP solution. He stressed the importance

of clearly defining organizational objectives, involving cross-functional teams in the evaluation,

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and conducting thorough vendor assessments to measure reliability, support capabilities, and

scalability. The evaluation process, according to Anand, must incorporate comprehensive

cost-benefit analysis, encompassing not just the initial implementation but ongoing maintenance,

training, and support.

Raken Joshik, Head of Business Analytics, seized upon this moment to highlight how contemporary

ERP solutions were increasingly integrating artificial intelligence (AI) and machine learning (ML),

offering significant potential to enhance strategic and operational decision-making capabilities.

He explained that leveraging AI-driven ERP systems could automate routine tasks, optimize

inventory management through predictive analytics, and significantly improve demand forecasting

accuracy. Raken advocated for a strategic approach to integrating AI capabilities within ERP

systems, emphasizing that intelligent data analysis could lead to more accurate and quicker

managerial decisions, operational optimization, and considerable cost savings. However, Smritina

Iyer, Head of Procurement and Logistics, cautioned against over-reliance on technology without

clearly defining management practices. She argued that although AI and automation were

beneficial, the role of Management Information Systems (MIS) should not be underestimated.

Smritina advocated for a balanced approach, suggesting organizations should utilize expert

systems for specific diagnostic and problem-solving tasks. Her recommendation aimed at ensuring

a smooth synergy between technological adoption and human managerial oversight, thereby

preventing over-automation that could potentially obscure managerial judgment and responsiveness.

Rajivan Nair, Chief Technology Officer, further enriched the discussion by addressing the

contemporary shift towards Software-as-a-Service (SaaS) models. He acknowledged the notable

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advantages of SaaS, such as reduced upfront capital expenditure, scalability, and enhanced

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flexibility, particularly beneficial for SMEs like Sainik Enterprises. Nonetheless, Rajivan underscored

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the potential challenges accompanying SaaS adoption. Rajivan recommended adopting a strategic
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SaaS integration approach by carefully assessing the reliability of vendors, negotiating robust

Service Level Agreements (SLAs), and ensuring stringent cybersecurity measures are embedded

within service contracts.

Concluding the comprehensive deliberation, senior management agreed on establishing a cross-

functional task force responsible for formulating a detailed strategic roadmap. The aim was

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to ensure an informed, balanced, and future-proof technological infrastructure capable of

e menhancing operational efficiencies, and maintaining
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supporting sustained organizational growth,

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robust data security.

In the light of above facts, answer the following :

(a) Outline the significance of India's first cybercrime conviction that Priyank Sharma, the

Head of IT and Data Security revealed in the meeting. Indicate how the case

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demonstrated the applicability of the Indian Penal Code in tackling online fraud ?

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a
Enumerate the approach that Anita Kar the Chief Operations

ag businesses should take to structure a thorough evaluation process for identifying the

most suitable ERP system while balancing cost, functionality, and vendor reliability.

(5 marks)

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(c) Raken Joshik, Head of Business Analytics emphasized that organizations strategically leverage

AI-powered ERP solutions to enhance decision-making, optimize operations, and drive

efficiency in key business functions. Explain significant benefits for businesses which AI

can deliver ?

(5 marks)

(d) Smritina Iyer, Head of Procurement and Logistics recommendation aimed at ensuring a

smooth synergy between technological adoption and human managerial. Explain the

various information systems which are part of MIS contributing to enhance managerial

decision-making and operational efficiency.

(5 marks)

(e) Raken Joshik, Head of Business Analytics, addressed the contemporary shift towards

Software-as-a-Service (SaaS) models. Suggest how can companies strategically adopt

SaaS solutions to enhance flexibility and cost-efficiency while mitigating concerns around

internet dependency and data security ?

(5 marks)

4. Zindan Ltd, a leading e-commerce and financial services company, has been experiencing

rapid growth, driven by its vast customer base and increasing data volumes. However, the

Company faces several challenges across different aspects of its operations, ranging from

leveraging data analytics for business insights to ensuring cybersecurity compliance and optimizing

its IT infrastructure. As part of its strategic initiatives, the Company's leadership convened

a management-level meeting to discuss these critical areas and develop a cohesive plan to

address them.

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One of the primary concerns raised in the meeting was the effective utilization of customer

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data. The Company has been collecting extensive datasets, including purchase history, browsing

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behaviour, demographics, and feedback. However, the challenge lies in deriving actionable

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insights

team proposed implementing data mining techniques to identify patterns and develop predictive

models that can forecast customer behaviour. However, the team also highlighted potential

challenges, such as ensuring data accuracy, handling missing values, and dealing with inconsistencies

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that could skew analytical results.

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In addition to its e-commerce operations,mZindan Ltd also operates in the financial services
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linformation, including financial transactions and personal
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sector, handling sensitive customer

details. The Business Head from the e-commerce operations added a perspective about the

challenges the financial services sector was facing. The discussion then moved to a crucial

issue—data recovery and business continuity. The IT director highlighted the vulnerabilities

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businesses face due to hardware failures, cyberattacks, or accidental deletions. The team debated

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the effectiveness of software-based and hardware-based recovery techniques. Software-based

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recovery tools were seen as cost-effective solutions for minor data losses. However, in cases

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a of severe hardware failure, the reliance on specialized hardware-based

deemed essential. The risk of operational downtime and potential loss of critical business

information emphasized the necessity of robust data recovery protocols.

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Another pressing issue was the Company’s IT infrastructure. Historically, Zindan Ltd relied

on on-premises software for its core operations, ensuring full control over security and system

management. However, as data volumes increased, so did the costs of maintaining on-site

infrastructure. The IT department proposed transitioning to a hybrid IT model, integrating cloud-

based solutions while retaining critical applications on-premises. The leadership team debated

the advantages and risks of this transition, with concerns raised about integration complexity,

compliance challenges, and potential security vulnerabilities. Beyond operational concerns,

Company’s legal research division explored innovative ways to enhance legal analysis using

computational methods. Traditionally, legal researchers manually analyzed historical court

proceedings through intensive reading and note-taking. However, the team was proposing to

use data analysis for its research purpose. While some experts cautioned against over-reliance

on data analysis without qualitative legal interpretation. Challenges such as citation inconsistencies

and the need for structured legal data were also discussed.

As the meeting concluded, the leadership team outlined key questions that needed to be

addressed moving forward.

In the light of above case scenario, answer the following questions :

(a) As a data analyst at Zindan Ltd, how would you justify that data mining techniques

rnay be used to build a predictive model that identifies repeat customers ?

(5 marks)

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(b) ‘‘One of the primary concerns raised in the meeting was the effective utilization

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of customer data.’’ Outline the steps involved in the process of data analytics

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method to ensure the dataset is ready for meaningful analysis.
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(5 marks)

(c) As an IT consultant, list the advantages and challenges of maintaining an on-premises

software environment for Zindan Ltd while transitioning to a hybrid IT model.

(5 marks)

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(d) Enumerate the key steps that Zindan Ltd should take to implement robust data

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recovery protocols in cases of severe hardware failures or data corruption incidents.

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(e) a g
As a legal data analyst, explain the role of network analysis in legal history research

and outline its applications in analyzing court proceedings.

(5 marks)

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