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Neil Shaw Neil Shaw

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Hohe Qualität von CIPM Prüfung und Antworten

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Die IAPP CIPM (Certified Information Privacy Manager) Zertifizierungsprüfung ist eine weltweit anerkannte Zertifizierung, die das Fachwissen einer Person im Bereich des Datenschutzmanagements demonstriert. Die Prüfung richtet sich an Fachleute, die für das Management und die Umsetzung von Datenschutzprogrammen in Organisationen verantwortlich sind. Die Zertifizierung umfasst Themen wie Datenschutzprogramm-Governance, Datenschutz-Lebenszyklus, Datenschutzgesetze und -vorschriften sowie Datenschutz-Risikomanagement. Die Zertifizierung ist ideal für Personen, die im Bereich des Datenschutzes arbeiten, einschließlich Datenschutzbeauftragter, Datenschutzbeauftragte, Compliance-Beauftragte und andere, die für das Management von Datenschutzprogrammen verantwortlich sind.

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Die Zertifizierungsprüfung von IAPP CIPM (Certified Information Privacy Manager) ist eine global anerkannte Zertifizierung, die das Wissen und das Fachwissen einer Person bei der Verwaltung von Datenschutzprogrammen und zur Behandlung sensibler Daten misst. Die Prüfung ist für Fachleute konzipiert, die ihre Karriere im Bereich des Datenschutzmanagements vorantreiben und ihre Kompetenz bei der Verwaltung von Datenschutzprogrammen, einschließlich Datenschutzrichtlinien, Compliance und Risikomanagement, demonstrieren.

IAPP Certified Information Privacy Manager (CIPM) CIPM Prüfungsfragen mit Lösungen (Q89-Q94):

89. Frage
SCENARIO
Please use the following to answer the next QUESTION:
Ben works in the IT department of IgNight, Inc., a company that designs lighting solutions for its clients. Although IgNight's customer base consists primarily of offices in the US, some individuals have been so impressed by the unique aesthetic and energy-saving design of the light fixtures that they have requested IgNight's installations in their homes across the globe.
One Sunday morning, while using his work laptop to purchase tickets for an upcoming music festival, Ben happens to notice some unusual user activity on company files. From a cursory review, all the data still appears to be where it is meant to be but he can't shake off the feeling that something is not right. He knows that it is a possibility that this could be a colleague performing unscheduled maintenance, but he recalls an email from his company's security team reminding employees to be on alert for attacks from a known group of malicious actors specifically targeting the industry.
Ben is a diligent employee and wants to make sure that he protects the company but he does not want to bother his hard-working colleagues on the weekend. He is going to discuss the matter with this manager first thing in the morning but wants to be prepared so he can demonstrate his knowledge in this area and plead his case for a promotion.
If this were a data breach, how is it likely to be categorized?

A. Integrity Breach.
B. Availability Breach.
C. Confidentiality Breach.
D. Authenticity Breach.

Antwort: C

90. Frage
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.
On which of the following topics does Albert most likely need additional knowledge?

A. The necessary maturity level of privacy programs
B. The role of privacy in retail companies
C. The requirements for a managerial position with privacy protection duties
D. The possibility of delegating responsibilities related to privacy

Antwort: A

Begründung:
The topic that Albert most likely needs additional knowledge on is the necessary maturity level of privacy programs. Albert thinks that the AICPA/CICA Privacy Maturity Model (PMM) is a useful way to measure Treasure Box's ability to protect personal data, and that the company should aim to meet the highest level of maturity of this model. However, Albert may not realize that the PMM is not a prescriptive or definitive standard for privacy programs, but rather a descriptive and flexible tool for self-assessment and improvement. The PMM does not require or expect organizations to achieve the highest level of maturity for all privacy practices, as this may not be feasible, realistic, or appropriate for their specific context, objectives, and risks. The PMM recognizes that different levels of maturity may be suitable for different organizations or different aspects of their privacy programs, depending on their needs and circumstances. Therefore, Albert should not assume that the highest level of maturity is always the best or the most rigorous option for privacy protection. Albert should learn more about how to use the PMM effectively and appropriately, and how to determine the optimal level of maturity for Treasure Box's privacy program.
The other options are not topics that Albert most likely needs additional knowledge on. Albert seems to have a good understanding of the role of privacy in retail companies, as he is aware of the importance of protecting customer and employee personal data, as well as complying with relevant laws and regulations. Albert also seems to have a good understanding of the possibility of delegating responsibilities related to privacy, as he plans to assist the company with meeting its privacy obligations and goals. Albert also seems to have a good understanding of the requirements for a managerial position with privacy protection duties, as he intends to demonstrate his knowledge, skills, and experience in this area during his interview. Reference: [AICPA/CICA Privacy Maturity Model]; [Privacy Maturity Model: How Mature Is Your Privacy Program?]

91. Frage
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 Helper
B. Certify that the Handy Helper meets the requirements of the EU-US Privacy Shield Framework
C. Obtain express written consent from users of the Handy Helper regarding marketing
D. Work with Sanjay to review any necessary privacy requirements to be built into the product

Antwort: B

Begründung:
Explanation/Reference:

92. Frage
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?
Which of the following would be most effectively used as a guide to a systems approach to implementing data protection?

A. International Organization for Standardization 9000 Series.
B. United Nations Privacy Agency Standards.
C. Data Lifecycle Management Standards.
D. International Organization for Standardization 27000 Series.

Antwort: D

93. Frage
If an organization maintains a separate ethics office, to whom would its officer typically report to in order to retain the greatest degree of independence?

A. The Human Resources Director.
B. The organization's General Counsel.
C. The Chief Financial Officer.
D. The Board of Directors.

Antwort: D

Begründung:
If an organization maintains a separate ethics office, its officer would typically report to the Board of Directors in order to retain the greatest degree of independence. This is because the Board of Directors is the highest governing body of the organization and has the authority and responsibility to oversee the ethical conduct and performance of the organization and its management1 Reporting to the Board of Directors would enable the ethics officer to avoid any potential conflicts of interest or undue influence from other senior executives or managers who may have a stake in the ethical issues or decisions that the ethics office handles2 Reporting to the Board of Directors would also enhance the credibility and legitimacy of the ethics office and its recommendations, as well as demonstrate the organization's commitment to ethical values and culture3 The other options are not as suitable as reporting to the Board of Directors for retaining the greatest degree of independence for the ethics office. Reporting to the Chief Financial Officer may create a conflict of interest or a perception of bias if the ethical issues or decisions involve financial matters or implications4 Reporting to the Human Resources Director may limit the scope or authority of the ethics office to deal with ethical issues or decisions that go beyond human resources policies or practices5 Reporting to the organization's General Counsel may blur the distinction or create confusion between legal compliance and ethical conduct, as well as raise concerns about attorney-client privilege or confidentiality6 Reference: 1: Board Responsibilities | BoardSource; 2: Ethics Officer: Job Description, Duties and Requirements; 3: The Role Of The Ethics And Compliance Officer In The 21st Century | Corporate Compliance Insights; 4: Ethics Officer: Job Description, Duties and Requirements; 5: Ethics Officer: Job Description, Duties and Requirements; 6: Ethics Officer: Job Description, Duties and Requirements

94. Frage
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