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The CIPM Certification is ideal for professionals who work in privacy management, including privacy officers, data protection officers, compliance officers, risk managers, and lawyers. Certified Information Privacy Manager (CIPM) certification provides a comprehensive understanding of the privacy landscape, including global privacy regulations, privacy program management, and privacy operational lifecycle.

The CIPM certification demonstrates a professional’s commitment to privacy management and their ability to navigate the complex and ever-changing privacy landscape. Certified Information Privacy Manager (CIPM) certification is accredited by the American National Standards Institute (ANSI) and is recognized by privacy regulators and organizations around the world. Certified Information Privacy Manager (CIPM) certification exam is based on the International Association of Privacy Professionals (IAPP) Privacy Program Management: Tools for Managing Privacy Within Your Organization textbook, which is a comprehensive guide to developing, implementing, and managing a privacy program.

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IAPP Certified Information Privacy Manager (CIPM) Sample Questions (Q149-Q154):

NEW QUESTION # 149
Under the General Data Protection Regulation (GDPR), what must be included in a written agreement between the controller and processor in relation to processing conducted on the controller's behalf?

A. An obligation on the processor to assist the controller in complying with the controller's obligations to notify the supervisory authority about personal data breaches.
B. An obligation on both parties to agree to a termination of the agreement if the other party is responsible for a personal data breach.
C. An obligation on the processor to report any personal data breach to the controller within 72 hours.
D. An obligation on both parties to report any serious personal data breach to the supervisory authority.

Answer: A

Explanation:
Under the GDPR, a written agreement between the controller and processor must include an obligation on the processor to assist the controller in complying with the controller's obligations to notify the supervisory authority and the data subjects about personal data breaches. This is stated in Article 28(3)(f) of the GDPR1. The other options are not required by the GDPR, although they may be included in the agreement as additional clauses. The obligation to report any personal data breach to the controller within 72 hours is imposed on the processor by Article 33(2) of the GDPR1, not by the agreement. The obligation to report any serious personal data breach to the supervisory authority is imposed on the controller by Article 33(1) of the GDPR1, not by the agreement. The termination of the agreement in case of a personal data breach is not a mandatory provision under the GDPR, but rather a contractual matter that may depend on the circumstances and severity of the breach. Reference: GDPR

NEW QUESTION # 150
When devising effective employee policies to address a particular issue, which of the following should be included in the first draft?

A. Points of contact for the employee.
B. Roles and responsibilities of the different groups of individuals.
C. Rationale for the policy.
D. Explanation of how the policy is applied within the organization.

Answer: C

Explanation:
Explanation
When devising effective employee policies to address a particular issue, it is important to include the rationale for the policy in the first draft, as it explains why the policy is needed and what benefits it brings to the organization and its employees. The rationale can also help to gain support and buy-in from the management and staff, as well as to align the policy with the organizational values and goals. The other options are also important elements of an employee policy, but they can be added or refined in later drafts. References: CIPM Body of Knowledge, Domain IV: Privacy Program Communication Activities, Task 2: Develop internal communication plans.

NEW QUESTION # 151
When supporting the business and data privacy program expanding into a new jurisdiction, it is important to do all of the following EXCEPT?

A. Perform an assessment of the laws applicable in that new jurisdiction.
B. Appoint a new Privacy Officer (PO) for that jurisdiction.
C. Consider culture and whether the privacy framework will need to account for changes in culture.
D. Identify the stakeholders.

Answer: B

Explanation:
When expanding into a new jurisdiction, it is not necessary to appoint a new Privacy Officer (PO) for that jurisdiction, unless the local law requires it. The other options are important steps to ensure compliance with the new jurisdiction's privacy laws and regulations, as well as to align the privacy program with the business objectives and culture of the new market. References: CIPM Body of Knowledge, Domain I: Privacy Program Governance, Task 1: Establish the privacy program vision and strategy.

NEW QUESTION # 152
SCENARIO
Please use the following to answer the next question:
As they company's new chief executive officer, Thomas Goddard wants to be known as a leader in data protection. Goddard recently served as the chief financial officer of Hoopy.com, a pioneer in online video viewing with millions of users around the world. Unfortunately, Hoopy is infamous within privacy protection circles for its ethically Questionable practices, including unauthorized sales of personal data to marketers.
Hoopy also was the target of credit card data theft that made headlines around the world, as at least two million credit card numbers were thought to have been pilfered despite the company's claims that
"appropriate" data protection safeguards were in place. The scandal affected the company's business as competitors were quick to market an increased level of protection while offering similar entertainment and media content. Within three weeks after the scandal broke, Hoopy founder and CEO Maxwell Martin, Goddard's mentor, was forced to step down.
Goddard, however, seems to have landed on his feet, securing the CEO position at your company, Medialite, which is just emerging from its start-up phase. He sold the company's board and investors on his vision of Medialite building its brand partly on the basis of industry-leading data protection standards and procedures.
He may have been a key part of a lapsed or even rogue organization in matters of privacy but now he claims to be reformed and a true believer in privacy protection. In his first week on the job, he calls you into his office and explains that your primary work responsibility is to bring his vision for privacy to life. But you also detect some reservations. "We want Medialite to have absolutely the highest standards," he says. "In fact, I want us to be able to say that we are the clear industry leader in privacy and data protection. However, I also need to be a responsible steward of the company's finances. So, while I want the best solutions across the board, they also need to be cost effective." You are told to report back in a week's time with your recommendations. Charged with this ambiguous mission, you depart the executive suite, already considering your next steps.
You give a presentation to your CEO about privacy program maturity. What does it mean to have a "managed" privacy program, according to the AICPA/CICA Privacy Maturity Model?

A. Reviews are conducted to assess the effectiveness of the controls in place.
B. Regular review and feedback are used to ensure continuous improvement toward optimization of the given process.
C. Procedures or processes exist, however they are not fully documented and do not cover all relevant aspects.
D. Procedures and processes are fully documented and implemented, and cover all relevant aspects.

Answer: A

NEW QUESTION # 153
SCENARIO
Please use the following to answer the next QUESTION:
Edufox has hosted an annual convention of users of its famous e-learning software platform, and over time, it has become a grand event. It fills one of the large downtown conference hotels and overflows into the others, with several thousand attendees enjoying three days of presentations, panel discussions and networking. The convention is the centerpiece of the company's product rollout schedule and a great training opportunity for current users. The sales force also encourages prospective clients to attend to get a better sense of the ways in which the system can be customized to meet diverse needs and understand that when they buy into this system, they are joining a community that feels like family.
This year's conference is only three weeks away, and you have just heard news of a new initiative supporting it: a smartphone app for attendees. The app will support late registration, highlight the featured presentations and provide a mobile version of the conference program. It also links to a restaurant reservation system with the best cuisine in the areas featured. "It's going to be great," the developer, Deidre Hoffman, tells you, "if, that is, we actually get it working!" She laughs nervously but explains that because of the tight time frame she'd been given to build the app, she outsourced the job to a local firm. "It's just three young people," she says, "but they do great work." She describes some of the other apps they have built. When asked how they were selected for this job, Deidre shrugs. "They do good work, so I chose them." Deidre is a terrific employee with a strong track record. That's why she's been charged to deliver this rushed project. You're sure she has the best interests of the company at heart, and you don't doubt that she's under pressure to meet a deadline that cannot be pushed back. However, you have concerns about the app's handling of personal data and its security safeguards. Over lunch in the break room, you start to talk to her about it, but she quickly tries to reassure you, "I'm sure with your help we can fix any security issues if we have to, but I doubt there'll be any. These people build apps for a living, and they know what they're doing. You worry too much, but that's why you're so good at your job!" Since it is too late to restructure the contract with the vendor or prevent the app from being deployed, what is the best step for you to take next?

A. Ask the vendor for verifiable information about their privacy protections so weaknesses can be identified.
B. Insist on an audit of the vendor's privacy procedures and safeguards.
C. Implement a more comprehensive suite of information security controls than the one used by the vendor.
D. Develop security protocols for the vendor and mandate that they be deployed.

Answer: A

Explanation:
This answer is the best step to take next, as it can help you to assess the current state of the vendor's privacy practices and determine if they meet the organization's standards and expectations, as well as the applicable laws and regulations. Asking the vendor for verifiable information about their privacy protections can include requesting documentation, evidence or demonstration of how they collect, use, store, protect, share and dispose of personal data, what policies and procedures they have in place, what technical and organizational measures they implement, what certifications or audits they have obtained or undergone, and how they handle any privacy incidents or breaches. Based on this information, you can identify any weaknesses or gaps in the vendor's privacy protections and recommend or require any improvements or corrections before the app is deployed. Reference: IAPP CIPM Study Guide, page 82; ISO/IEC 27002:2013, section 15.1.2

NEW QUESTION # 154
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