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The Certified Information Privacy Manager (CIPM) certification is offered by the International Association of Privacy Professionals (IAPP), which is the largest and most comprehensive global information privacy community. The IAPP CIPM Certification Exam covers topics such as privacy program governance, privacy risk assessment, privacy policies and notices, training and awareness, and privacy audits. It is a rigorous exam that requires candidates to demonstrate their understanding of privacy laws and regulations, as well as their ability to implement effective privacy management strategies in organizations of all sizes and types. Certified Information Privacy Manager (CIPM) certification is highly valued by employers and can help professionals advance their careers in the field of privacy management.

The International Association of Privacy Professionals (IAPP) Certified Information Privacy Manager (CIPM) exam is one of the most recognized and respected privacy certifications in the industry. CIPM exam is designed for privacy professionals who are responsible for managing an organization's privacy program, policies, and procedures. The CIPM certification demonstrates a privacy professional's knowledge and understanding of privacy laws and regulations, as well as their ability to implement and manage privacy programs effectively.

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IAPP Certified Information Privacy Manager (CIPM) Sample Questions (Q143-Q148):

NEW QUESTION # 143
SCENARIO
Please use the following to answer the next QUESTION:
For 15 years, Albert has worked at Treasure Box - a mail order company in the United States (U.S.) that used to sell decorative candles around the world, but has recently decided to limit its shipments to customers in the 48 contiguous states. Despite his years of experience, Albert is often overlooked for managerial positions. His frustration about not being promoted, coupled with his recent interest in issues of privacy protection, have motivated Albert to be an agent of positive change.
He will soon interview for a newly advertised position, and during the interview, Albert plans on making executives aware of lapses in the company's privacy program. He feels certain he will be rewarded with a promotion for preventing negative consequences resulting from the company's outdated policies and procedures.
For example, Albert has learned about the AICPA (American Institute of Certified Public Accountans)/CICA (Canadian Institute of Chartered Accountants) Privacy Maturity Model (PMM). Albert thinks the model is a useful way to measure Treasure Box's ability to protect personal dat a. Albert has noticed that Treasure Box fails to meet the requirements of the highest level of maturity of this model; at his interview, Albert will pledge to assist the company with meeting this level in order to provide customers with the most rigorous security available.
Albert does want to show a positive outlook during his interview. He intends to praise the company's commitment to the security of customer and employee personal data against external threats. However, Albert worries about the high turnover rate within the company, particularly in the area of direct phone marketing. He sees many unfamiliar faces every day who are hired to do the marketing, and he often hears complaints in the lunch room regarding long hours and low pay, as well as what seems to be flagrant disregard for company procedures.
In addition, Treasure Box has had two recent security incidents. The company has responded to the incidents with internal audits and updates to security safeguards. However, profits still seem to be affected and anecdotal evidence indicates that many people still harbor mistrust. Albert wants to help the company recover. He knows there is at least one incident the public in unaware of, although Albert does not know the details. He believes the company's insistence on keeping the incident a secret could be a further detriment to its reputation. One further way that Albert wants to help Treasure Box regain its stature is by creating a toll-free number for customers, as well as a more efficient procedure for responding to customer concerns by postal mail.
In addition to his suggestions for improvement, Albert believes that his knowledge of the company's recent business maneuvers will also impress the interviewers. For example, Albert is aware of the company's intention to acquire a medical supply company in the coming weeks.
With his forward thinking, Albert hopes to convince the managers who will be interviewing him that he is right for the job.
Based on Albert's observations regarding recent security incidents, which of the following should he suggest as a priority for Treasure Box?

A. Using a third-party auditor to address privacy protection issues not recognized by the prior internal audits.B. Working with the Human Resources department to make screening procedures for potential employees more rigorous.C. Appointing an internal ombudsman to address employee complaints regarding hours and pay.D. Evaluating the company's ability to handle personal health information if the plan to acquire the medical supply company goes forward

Answer: D

NEW QUESTION # 144
SCENARIO
Please use the following to answer the next question.
Manasa is a product manager at Omnipresent Omnimedia, where she is responsible for leading the development of the company's flagship product, the Handy Helper. The Handy Helper is an application that can be used in the home to manage family calendars, do online shopping, and schedule doctor appointments. After having had a successful launch in the United States, the Handy Helper is about to be made available for purchase worldwide.
The packaging and user guide for the Handy Helper indicate that it is a "privacy friendly" product suitable for the whole family, including children, but does not provide any further detail or privacy notice. In order to use the application, a family creates a single account, and the primary user has access to all information about the other users. Upon start up, the primary user must check a box consenting to receive marketing emails from Omnipresent Omnimedia and selected marketing partners in order to be able to use the application.
Sanjay, the head of privacy at Omnipresent Omnimedia, was working on an agreement with a European distributor of Handy Helper when he fielded many questions about the product from the distributor. Sanjay needed to look more closely at the product in order to be able to answer the questions as he was not involved in the product development process.
In speaking with the product team, he learned that the Handy Helper collected and stored all of a user's sensitive medical information for the medical appointment scheduler. In fact, all of the user's information is stored by Handy Helper for the additional purpose of creating additional products and to analyze usage of the product. This data is all stored in the cloud and is encrypted both during transmission and at rest.
Consistent with the CEO's philosophy that great new product ideas can come from anyone, all Omnipresent Omnimedia employees have access to user data under a program called "Eureka." Omnipresent Omnimedia is hoping that at some point in the future, the data will reveal insights that could be used to create a fully automated application that runs on artificial intelligence, but as of yet, Eureka is not well-defined and is considered a long-term goal.
What step in the system development process did Manasa skip?

A. Build the artificial intelligence feature so that users would not have to input sensitive information into the Handy HelperB. Work with Sanjay to review any necessary privacy requirements to be built into the productC. Certify that the Handy Helper meets the requirements of the EU-US Privacy Shield FrameworkD. Obtain express written consent from users of the Handy Helper regarding marketing

Answer: C

Explanation:
Explanation/Reference:

NEW QUESTION # 145
SCENARIO
Please use the following to answer the next question:
As the director of data protection for Consolidated Records Corporation, you are justifiably pleased with your accomplishments so far. Your hiring was precipitated by warnings from regulatory agencies following a series of relatively minor data breaches that could easily have been worse. However, you have not had a reportable incident for the three years that you have been with the company. In fact, you consider your program a model that others in the data storage industry may note in their own program development.
You started the program at Consolidated from a jumbled mix of policies and procedures and worked toward coherence across departments and throughout operations. You were aided along the way by the program's sponsor, the vice president of operations, as well as by a Privacy Team that started from a clear understanding of the need for change.
Initially, your work was greeted with little confidence or enthusiasm by the company's "old guard" among both the executive team and frontline personnel working with data and interfacing with clients. Through the use of metrics that showed the costs not only of the breaches that had occurred, but also projections of the costs that easily could occur given the current state of operations, you soon had the leaders and key decision-makers largely on your side. Many of the other employees were more resistant, but face-to-face meetings with each department and the development of a baseline privacy training program achieved sufficient
"buy-in" to begin putting the proper procedures into place.
Now, privacy protection is an accepted component of all current operations involving personal or protected data and must be part of the end product of any process of technological development. While your approach is not systematic, it is fairly effective.
You are left contemplating: What must be done to maintain the program and develop it beyond just a data breach prevention program? How can you build on your success? What are the next action steps?
What practice would afford the Director the most rigorous way to check on the program's compliance with laws, regulations and industry best practices?

A. AuditingB. AssessmentC. MonitoringD. Forensics

Answer: C

NEW QUESTION # 146
A minimum requirement for carrying out a Data Protection Impact Assessment (DPIA) would include?

A. Processing on a large scale of special categories of data.B. Assessment of security measures.C. Assessment of the necessity and proportionality.D. Monitoring of a publicly accessible area on a large scale.

Answer: C

NEW QUESTION # 147
Rationalizing requirements in order to comply with the various privacy requirements required by applicable law and regulation does NOT include which of the following?

A. Implementing a solution that significantly addresses shared obligations and privacy rights.B. Addressing requirements that fall outside the common obligations and rights (outliers) on a case-by-case basis.C. Applying the strictest standard for obligations and privacy rights that doesn't violate privacy laws elsewhere.D. Harmonizing shared obligations and privacy rights across varying legislation and/or regulators.

Answer: C

NEW QUESTION # 148
......

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