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What is the duration, language, and format of IAPP CIPM: Certified Information Privacy Manager Exam

• Passing score: 85%
• Language: IAPP CIPM Certified Information Privacy Professional/United States CIPM offered in English (U.S.), French, German
• Number of Questions: 90
• Length of Examination: 150 minutes
• Format: Multiple choices, multiple answers

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Free PDF CIPM - Certified Information Privacy Manager (CIPM) –High-quality Exam Bible

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Prerequisites for Final Exam

A candidate is expected to know and understand the basics of being a privacy program administrator. The related topics are covered in the CIPM Body of Knowledge and if a candidate is not yet conversant with them, they can learn them there.

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.

IAPP Certified Information Privacy Manager (CIPM) Sample Questions (Q37-Q42):

NEW QUESTION # 37
SCENARIO
Please use the following to answer the next question:
Penny has recently joined Ace Space, a company that sells homeware accessories online, as its new privacy officer. The company is based in California but thanks to some great publicity from a social media influencer last year, the company has received an influx of sales from the EU and has set up a regional office in Ireland to support this expansion. To become familiar with Ace Space's practices and assess what her privacy priorities will be, Penny has set up meetings with a number of colleagues to hear about the work that they have been doing and their compliance efforts.
Penny's colleague in Marketing is excited by the new sales and the company's plans, but is also concerned that Penny may curtail some of the growth opportunities he has planned. He tells her "I heard someone in the breakroom talking about some new privacy laws but I really don't think it affects us. We're just a small company. I mean we just sell accessories online, so what's the real risk?" He has also told her that he works with a number of small companies that help him get projects completed in a hurry. "We've got to meet our deadlines otherwise we lose money. I just sign the contracts and get Jim in finance to push through the payment. Reviewing the contracts takes time that we just don't have." In her meeting with a member of the IT team, Penny has learned that although Ace Space has taken a number of precautions to protect its website from malicious activity, it has not taken the same level of care of its physical files or internal infrastructure. Penny's colleague in IT has told her that a former employee lost an encrypted USB key with financial data on it when he left. The company nearly lost access to their customer database last year after they fell victim to a phishing attack. Penny is told by her IT colleague that the IT team
"didn't know what to do or who should do what. We hadn't been trained on it but we're a small team though, so it worked out OK in the end." Penny is concerned that these issues will compromise Ace Space's privacy and data protection.
Penny is aware that the company has solid plans to grow its international sales and will be working closely with the CEO to give the organization a data "shake up". Her mission is to cultivate a strong privacy culture within the company.
Penny has a meeting with Ace Space's CEO today and has been asked to give her first impressions and an overview of her next steps.
What information will be LEAST crucial from a privacy perspective in Penny's review of vendor contracts?

• A. The data a vendor will have access to
• B. Liability for a data breach
• C. Audit rights
• D. Pricing for data security protections

Answer: D
NEW QUESTION # 38
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. Assessment.
• B. Forensics.
• C. Auditing.
• D. Monitoring.

Answer: D
NEW QUESTION # 39
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 analytic can be used to track the financial viability of the program as it develops?

• A. Cost basis.
• B. Breach impact modeling.
• C. Return to investment.
• D. Gap analysis.

Answer: C
NEW QUESTION # 40
When devising effective employee policies to address a particular issue, which of the following should be included in the first draft?

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

Answer: D
NEW QUESTION # 41
SCENARIO
Please use the following to answer the next QUESTION:
John is the new privacy officer at the prestigious international law firm - A&M LLP. A&M LLP is very proud of its reputation in the practice areas of Trusts & Estates and Merger & Acquisition in both U.S. and Europe.
During lunch with a colleague from the Information Technology department, John heard that the Head of IT, Derrick, is about to outsource the firm's email continuity service to their existing email security vendor - MessageSafe. Being successful as an email hygiene vendor, MessageSafe is expanding its business by leasing cloud infrastructure from Cloud Inc. to host email continuity service for A&M LLP.
John is very concerned about this initiative. He recalled that MessageSafe was in the news six months ago due to a security breach. Immediately, John did a quick research of MessageSafe's previous breach and learned that the breach was caused by an unintentional mistake by an IT administrator. He scheduled a meeting with Derrick to address his concerns.
At the meeting, Derrick emphasized that email is the primary method for the firm's lawyers to communicate with clients, thus it is critical to have the email continuity service to avoid any possible email downtime.
Derrick has been using the anti-spam service provided by MessageSafe for five years and is very happy with the quality of service provided by MessageSafe. In addition to the significant discount offered by MessageSafe, Derrick emphasized that he can also speed up the onboarding process since the firm already has a service contract in place with MessageSafe. The existing on-premises email continuity solution is about to reach its end of life very soon and he doesn't have the time or resource to look for another solution.
Furthermore, the off-premises email continuity service will only be turned on when the email service at A&M LLP's primary and secondary data centers are both down, and the email messages stored at MessageSafe site for continuity service will be automatically deleted after 30 days.
Which of the following is the most effective control to enforce MessageSafe's implementation of appropriate technical countermeasures to protect the personal data received from A&M LLP?

• A. MessageSafe must notify A&M LLP of a data breach.
• B. MessageSafe must apply due diligence before trusting Cloud Inc. with the personal data received from A&M LLP.
• C. MessageSafe must apply appropriate security controls on the cloud infrastructure.
• D. MessageSafe must flow-down its data protection contract terms with A&M LLP to Cloud Inc.

Answer: A
NEW QUESTION # 42
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