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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Sustaining Program Performance | 10–15% | - Change management - Continuous improvement - Performance metrics and KPIs - Monitoring, auditing and reporting |
| Topic 2: Establishing Program Governance | 17–22% | - Policies, procedures and standards - Accountability and oversight mechanisms - Training and awareness programs - Stakeholder engagement and communication |
| Topic 3: Developing a Privacy Program Framework | 15–20% | - Privacy vision, strategy and objectives - Program governance structure and roles - Legal and regulatory requirements - Program scope and boundaries |
| Topic 4: Assessing Data and Privacy Risks | 17–22% | - Compliance gap analysis - Data inventory and mapping - Privacy impact assessments (PIA/DPIA) - Risk identification, analysis and mitigation |
| Topic 5: Responding to Requests and Incidents | 14–18% | - Data subject rights management - Privacy incident response plan - Regulatory interaction and reporting - Breach detection, notification and remediation |
| Topic 6: Protecting Personal Data | 12–18% | - Cross-border data transfers - Data lifecycle management - Technical and organizational safeguards - Privacy by design and default |
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NEW QUESTION # 199
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?
Answer: A
NEW QUESTION # 200
What should be the first major goal of a company developing a new privacy program?
Answer: A
Explanation:
Explanation
The first major goal of a company developing a new privacy program should be to schedule conversations with executives of affected departments. This is because a privacy program requires the support and involvement of senior management and key stakeholders from different business units, such as legal, IT, marketing, human resources, etc. By engaging with them early on, a privacy professional can understand their needs, expectations, challenges, and risks, and align the privacy program objectives and strategies with the organization's goals and culture. References: [How to Develop a Privacy Program], [Privacy Program Management]
NEW QUESTION # 201
Under the General Data Protection Regulation (GDPR), what are the obligations of a processor that engages a sub-processor?
Answer: B
Explanation:
Under the General Data Protection Regulation (GDPR), the obligations of a processor that engages a sub-processor are to obtain the consent of the controller and ensure the sub-processor complies with data processing obligations that are equivalent to those that apply to the processor. The GDPR defines a processor as a natural or legal person, public authority, agency, or other body that processes personal data on behalf of the controller. A sub-processor is a third party that is engaged by the processor to carry out specific processing activities on behalf of the controller. The GDPR requires that the processor does not engage another processor without prior specific or general written authorization of the controller. In the case of general written authorization, the processor must inform the controller of any intended changes concerning the addition or replacement of other processors, thereby giving the controller the opportunity to object to such changes. The processor must also ensure that the same data protection obligations as set out in the contract or other legal act between the controller and the processor are imposed on that other processor by way of a contract or other legal act under Union or Member State law, . Reference: [GDPR Article 28], [CIPM - International Association of Privacy Professionals]
NEW QUESTION # 202
SCENARIO
Please use the following lo answer the next question:
You are the privacy manager within the privacy office of a National Forest Parks and Recreation Department.
While having lunch with a colleague from the IT division, you learn that the IT director has put out a request for proposal (RFP) which calls for a system that collects the personal data of park attendees.
You consult with a few other colleagues in IT and learn that the RFP is worded such that it leaves it to the vendors to demonstrate what information they would collect from people who enter parks anywhere in the country, either in a vehicle or on foot. A partial list of the information collected includes:
* personal identifiers such as name, address, age, gender;
* vehicle registration information:
* facial images of park attendees;
* health information (e.g.. physical disabilities, use of mobility devices) The stated purpose of the RFP is to:
"Improve the National Forest. Parks, and Recreation Department's ability to track and monitor service usage thereby Increasing the robustness of our customer data and to improve service offerings.'' Companies have already started submitting proposals for software solutions that address these information gathering practices. There is only one week left before the RFP closes.
The IT department has put together an RFP evaluation team but no one from the privacy office has been a Dart of the RFP ud to this point. This occurred deposite the fact....
Which of the following is the least important privacy consideration associated with assessing data when implementing a large-scale project like this?
Answer: D
NEW QUESTION # 203
SCENARIO
Please use the following to answer the next QUESTION:
As they company's new chief executive officer, Thomas Goddard wants to be known as a leader in data protection. Goddard recently served as the chief financial officer of Hoopy.com, a pioneer in online video viewing with millions of users around the world. Unfortunately, Hoopy is infamous within privacy protection circles for its ethically Questionable practices, including unauthorized sales of personal data to marketers.
Hoopy also was the target of credit card data theft that made headlines around the world, as at least two million credit card numbers were thought to have been pilfered despite the company's claims that
"appropriate" data protection safeguards were in place. The scandal affected the company's business as competitors were quick to market an increased level of protection while offering similar entertainment and media content. Within three weeks after the scandal broke, Hoopy founder and CEO Maxwell Martin, Goddard's mentor, was forced to step down.
Goddard, however, seems to have landed on his feet, securing the CEO position at your company, Medialite, which is just emerging from its start-up phase. He sold the company's board and investors on his vision of Medialite building its brand partly on the basis of industry-leading data protection standards and procedures.
He may have been a key part of a lapsed or even rogue organization in matters of privacy but now he claims to be reformed and a true believer in privacy protection. In his first week on the job, he calls you into his office and explains that your primary work responsibility is to bring his vision for privacy to life. But you also detect some reservations. "We want Medialite to have absolutely the highest standards," he says. "In fact, I want us to be able to say that we are the clear industry leader in privacy and data protection. However, I also need to be a responsible steward of the company's finances. So, while I want the best solutions across the board, they also need to be cost effective." You are told to report back in a week's time with your recommendations. Charged with this ambiguous mission, you depart the executive suite, already considering your next steps.
The company has achieved a level of privacy protection that established new best practices for the industry.
What is a logical next step to help ensure a high level of protection?
Answer: D
Explanation:
Shifting attention to privacy for emerging technologies as the company begins to use them is a logical next step to help ensure a high level of protection. Emerging technologies, such as artificial intelligence, biometrics, blockchain, cloud computing, internet of things, etc., may pose new challenges and opportunities for privacy and data protection. They may involve new types, sources, uses, and flows of personal data that require different or additional safeguards and controls. They may also introduce new risks or impacts for individuals' rights and interests that require careful assessment and mitigation. Therefore, it is important for the company to consider and address the privacy implications of emerging technologies as they adopt or integrate them into their products, services, or processes.
The other options are not as logical or effective as shifting attention to privacy for emerging technologies for ensuring a high level of protection. Brainstorming methods for developing an enhanced privacy framework may not be necessary or feasible if the company already has established new best practices for the industry.
Developing a strong marketing strategy to communicate the company's privacy practices may not be sufficient or relevant for ensuring a high level of protection, as it may not reflect the actual state or quality of the privacy program. Focusing on improving the incident response plan in preparation for any breaks in protection may be too reactive or narrow in scope, as it may not cover other aspects or dimensions of privacy and data protection that require continuous monitoring and improvement.
For more information on privacy for emerging technologies, you can refer to these sources:
* [Privacy by Design in Emerging Technologies]
* [Privacy Challenges in Emerging Technologies]
* [Privacy Enhancing Technologies]
NEW QUESTION # 204
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