Free IAPP CIPM Exam Questions
Try our Free Demo Practice Tests for Comprehensive CIPM Exam Preparation
-
IAPP CIPM Exam Questions
-
Provided By: IAPP
- Exam: Certified Information Privacy Manager
- Certification: Certified Information Privacy Manager
-
Total Questions: 278
-
Updated On: May 24, 2026
-
Rated: 4.9 |
-
Online Users: 556
-
Question 1
-
An organization's internal audit team should do all of the following EXCEPT?
Answer: B
-
An organization's internal audit team should do all of the following EXCEPT?
-
Question 2
-
Which of the following is a common disadvantage of a third-party audit?
Answer: C
-
Which of the following is a common disadvantage of a third-party audit?
-
Question 3
-
SCENARIOPlease use the following to answer the next question:As the Director of data protection for Consolidated Records Corporation, you are justifiably pleased with youraccomplishments so far. Your hiring was precipitated by warnings from regulatory agencies following a series ofrelatively minor data breaches that could easily have been worse. However, you have not had a reportableincident for the three years that you have been with the company. In fact, you consider your program a modelthat 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 towardcoherence across departments and throughout operations. You were aided along the way by the program'ssponsor, the vice president of operations, as well as by a Privacy Team that started from a clear understandingof the need for change.Initially, your work was greeted with little confidence or enthusiasm by the company's "old guard" among boththe executive team and frontline personnel working with data and interfacing with clients. Through the use ofmetrics that showed the costs not only of the breaches that had occurred, but also projections of the costs thateasily could occur given the current state of operations, you soon had the leaders and key decision-makerslargely on your side. Many of the other employees were more resistant, but face-to-face meetings with eachdepartment and the development of a baseline privacy training program achieved sufficient "buy-in" to beginputting the proper procedures into place.Now, privacy protection is an accepted component of all current operations involving personal or protected dataand must be part of the end product of any process of technological development. While your approach is notsystematic, 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 stage of the privacy operational life cycle best describes the company's current privacy program?
Answer: D
-
-
Question 4
-
When conducting due diligence during an acquisition, what should a privacy professional avoid?
Answer: B
-
When conducting due diligence during an acquisition, what should a privacy professional avoid?
-
Question 5
-
SCENARIOPlease use the following to answer the next question:Martin Briseño is the director of human resources at the Canyon City location of the U.S. hotel chain PacificSuites. In 1998, Briseño decided to change the hotel’s on-the-job mentoring model to a standardized trainingprogram for employees who were progressing from line positions into supervisory positions. He developed acurriculum comprising a series of lessons, scenarios, and assessments, which was delivered in-person to smallgroups. Interest in the training increased, leading Briseño to work with corporate HR specialists and softwareengineers to offer the program in an online format. The online program saved the cost of a trainer and allowedparticipants to work through the material at their own pace.Upon hearing about the success of Briseño’s program, Pacific Suites corporate Vice President Maryanne SilvaHayes expanded the training and offered it company-wide. Employees who completed the program receivedcertification as a Pacific Suites Hospitality Supervisor. By 2001, the program had grown to provide industry-widetraining. Personnel at hotels across the country could sign up and pay to take the course online. As the programbecame 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 courseprogressions 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 forcourses, and take end-of-course certification tests. When a user opened a new account, all information wassaved 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 theircredit card numbers saved. Once a user name and password were established, users could return to checktheir course status, review and reprint their certifications, and sign up and pay for new courses. Between 2002and 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 elearning 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 andunused. Briseño and Silva-Hayes moved on to work for other companies, and there was no plan for handlingthe archived data after the program ended. After PHT was dissolved, Pacific Suites executives turned theirattention 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 systemexposed the credit card information of hundreds of hotel guests. While targeting the financial data on thereservation site, hackers also discovered the archived training course data and registration accounts of PacificHospitality Training’s customers. The result of the hack was the exfiltration of the credit card numbers of recenthotel 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 toprevent 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 storinginformation. Pacific Suites has procedures in place for data access and storage, but those procedures were notimplemented when PHT was formed. When the PHT database was acquired by Pacific Suites, it had no owneror oversight. By the time technical security engineers determined what private information was compromised, atleast 8,000 credit card holders were potential victims of fraudulent activity.In the Information Technology engineers had originally set the default for customer credit card information to“Do Not Save,” this action would have been in line with what concept?
Answer: B
-