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CIPM Study Course
The vendor has a training course designed to help candidates pass their CIPM exam. The ‘Learn to Design, Build, and Operate Data Privacy Management Programs’ class focuses on helping the candidate grasp concepts on different business processes in marketing, finance, human resources as well as customer service niches. The specialists are trained on how to make use of privacy programs and reduce the risks posed to their organizations because of poor personal data handling. In particular, this training is ideal for all privacy specialists and also those looking to pass the CIPM exam. The training on the whole will touch on domains such as design, building, and operationalization of data privacy management programs. What’s more, it is available in French, German as well as English. During the training sessions, the candidate will learn how to develop a company’s vision, create teams for data protection, develop and use system frameworks as well as assess their performance. In a nutshell, interested candidates can access such a class through any of the following options:
- In-person learning where the candidate interacts directly with instructors and peers;
- Online learning is a computer-oriented process in which the candidate can use their own pace and schedule;
- Live online classes where a candidate can log in to a virtual classroom. This is equivalent to a physical classroom setting, except interaction with the instructors is purely virtual;
- Group studying where the candidate learns with a group of key decision-makers.
Reference: https://iapp.org/certify/get-certified/cipm/
Introduction to IAPP CIPM: Certified Information Privacy Manager Exam
IAPP has introduced Certified Information Privacy Professionals (CIPP) certificate for privacy professionals. The CIPP is the global standard for privacy professionals who manage, handle and access data. Security professionals get a deep insight about security considerations in the European context through the European edition of CIPP which is IAPP CIPM Certified Information Privacy Professional/United States CIPM.
IAPP CIPM: Certified Information Privacy Manager Exam is a certification exam that is conducted by IAPP to validates candidate knowledge and identifies technology experts that know how to build data privacy architecture from its foundation in the IT industry. The Certified Information Privacy Professional (CIPP) helps organizations around the world support compliance and risk mitigation practices, and arms practitioners with the insight needed to add more value to their businesses.
After passing this exam with the help IAPP CIPM practice exams, candidates get a certificate from IAPP that helps them to demonstrate their proficiency in data privacy to their clients and employers.
IAPP CIPM Exam Syllabus Topics:
| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Operational Life Cycle of a Privacy Program | 50% | - Managing data inventory and data flows - Implementing privacy controls and procedures - Assessing privacy risks and impacts - Monitoring, auditing, and continuous improvement |
| Topic 2: Privacy Program Governance | 50% | - Privacy program structure and governance models - Metrics, reporting, and accountability - Stakeholder engagement and communication - Policy development and implementation |
IAPP Certified Information Privacy Manager (CIPM) Sample Questions:
SCENARIO
Please use the following to answer the next QUESTION:
Martin Briseno is the director of human resources at the Canyon City location of the U.S. hotel chain Pacific Suites. In 1998, Briseno decided to change the hotel's on-the-job mentoring model to a standardized training program for employees who were progressing from line positions into supervisory positions. He developed a curriculum comprising a series of lessons, scenarios, and assessments, which was delivered in-person to small groups. Interest in the training increased, leading Briseno to work with corporate HR specialists and software engineers to offer the program in an online format. The online program saved the cost of a trainer and allowed participants to work through the material at their own pace.
Upon hearing about the success of Briseno's program, Pacific Suites corporate Vice President Maryanne Silva-Hayes expanded the training and offered it company-wide. Employees who completed the program received certification as a Pacific Suites Hospitality Supervisor. By 2001, the program had grown to provide industry-wide training. Personnel at hotels across the country could sign up and pay to take the course online.
As the program became increasingly profitable, Pacific Suites developed an offshoot business, Pacific Hospitality Training (PHT). The sole focus of PHT was developing and marketing a variety of online courses and course progressions providing a number of professional certifications in the hospitality industry.
By setting up a user account with PHT, course participants could access an information library, sign up for courses, and take end-of-course certification tests. When a user opened a new account, all information was saved by default, including the user's name, date of birth, contact information, credit card information, employer, and job title. The registration page offered an opt-out choice that users could click to not have their credit card numbers saved. Once a user name and password were established, users could return to check their course status, review and reprint their certifications, and sign up and pay for new courses. Between 2002 and
2008, PHT issued more than 700,000 professional certifications.
PHT's profits declined in 2009 and 2010, the victim of industry downsizing and increased competition from e- learning providers. By 2011, Pacific Suites was out of the online certification business and PHT was dissolved. The training program's systems and records remained in Pacific Suites' digital archives, un- accessed and unused. Briseno and Silva-Hayes moved on to work for other companies, and there was no plan for handling the archived data after the program ended. After PHT was dissolved, Pacific Suites executives turned their attention to crucial day-to-day operations. They planned to deal with the PHT materials once resources allowed.
In 2012, the Pacific Suites computer network was hacked. Malware installed on the online reservation system exposed the credit card information of hundreds of hotel guests. While targeting the financial data on the reservation site, hackers also discovered the archived training course data and registration accounts of Pacific Hospitality Training's customers. The result of the hack was the exfiltration of the credit card numbers of recent hotel guests and the exfiltration of the PHT database with all its contents.
A Pacific Suites systems analyst discovered the information security breach in a routine scan of activity reports. Pacific Suites quickly notified credit card companies and recent hotel guests of the breach, attempting to prevent serious harm. Technical security engineers faced a challenge in dealing with the PHT data.
PHT course administrators and the IT engineers did not have a system for tracking, cataloguing, and storing information. Pacific Suites has procedures in place for data access and storage, but those procedures were not implemented when PHT was formed. When the PHT database was acquired by Pacific Suites, it had no owner or oversight. By the time technical security engineers determined what private information was compromised, at least 8,000 credit card holders were potential victims of fraudulent activity.
What key mistake set the company up to be vulnerable to a security breach?
- A. Failing to outsource training and data management to professionals
- B. Neglecting to make a backup copy of archived electronic files
- C. Overlooking the need to organize and categorize data
- D. Collecting too much information and keeping it for too long
Correct Answer: C 🗳️
SCENARIO
Please use the following to answer the next QUESTION:
Perhaps Jack Kelly should have stayed in the U.S. He enjoys a formidable reputation inside the company, Special Handling Shipping, for his work in reforming certain "rogue" offices. Last year, news broke that a police sting operation had revealed a drug ring operating in the Providence, Rhode Island office in the United States. Video from the office's video surveillance cameras leaked to news operations showed a drug exchange between Special Handling staff and undercover officers.
In the wake of this incident, Kelly had been sent to Providence to change the "hands off" culture that upper management believed had let the criminal elements conduct their illicit transactions. After a few weeks under Kelly's direction, the office became a model of efficiency and customer service. Kelly monitored his workers' activities using the same cameras that had recorded the illegal conduct of their former co-workers.
Now Kelly has been charged with turning around the office in Cork, Ireland, another trouble spot. The company has received numerous reports of the staff leaving the office unattended. When Kelly arrived, he found that even when present, the staff often spent their days socializing or conducting personal business on their mobile phones. Again, he observed their behaviors using surveillance cameras. He issued written reprimands to six staff members based on the first day of video alone.
Much to Kelly's surprise and chagrin, he and the company are now under investigation by the Data Protection Commissioner of Ireland for allegedly violating the privacy rights of employees. Kelly was told that the company's license for the cameras listed facility security as their main use, but he does not know why this matters. He has pointed out to his superiors that the company's training programs on privacy protection and data collection mention nothing about surveillance video.
You are a privacy protection consultant, hired by the company to assess this incident, report on the legal and compliance issues, and recommend next steps.
Knowing that the regulator is now investigating, what would be the best step to take?
- A. Negotiate the terms of a settlement before formal legal action takes place.
- B. Use your background and knowledge to set a course of action.
- C. If you know the organization is guilty, advise it to accept the punishment.
- D. Consult an attorney experienced in privacy law and litigation.
Correct Answer: D 🗳️
Explanation: Only visible for TrainingDump members. You can sign-up / login (it's free).
All of the following are accurate regarding the use of technical security controls EXCEPT?
- A. Most privacy legislation lists the types of technical security controls that must be implemented.
- B. A person with security knowledge should be involved with the deployment of technical security controls.
- C. Technical security controls deployed for one jurisdiction often satisfy another jurisdiction.
- D. Technical security controls are part of a data governance strategy.
Correct Answer: A 🗳️
Which of the following is a physical control that can limit privacy risk?
- A. user access reviews.
- B. Keypad or biometric access.
- C. Encryption.
- D. Tokenization.
Correct Answer: B 🗳️
Explanation: Only visible for TrainingDump members. You can sign-up / login (it's free).
When conducting due diligence during an acquisition, what should a privacy professional avoid?
- A. Benchmarking the two Companies privacy policies against one another.
- B. Allowing legal in both companies to handle the privacy laws and compliance.
- C. Planning for impacts on the data processing operations post-acquisition.
- D. Discussing with the acquired company the type and scope of their data processing.
Correct Answer: B 🗳️
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