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| Section | Objectives |
|---|---|
| Topic 1: Establishing Governance | - Define roles and responsibilities - Create privacy policies and procedures - Establish reporting mechanisms |
| Topic 2: Sustaining Program Performance | - Monitor and audit privacy program - Measure program effectiveness - Implement continuous improvement |
| Topic 3: Developing a Framework | - Establish privacy governance structure - Define program scope and stakeholders - Identify applicable laws and frameworks |
| Topic 4: Responding to Requests and Incidents | - Manage data breaches and incidents - Coordinate with regulators - Handle data subject requests |
| Topic 5: Protecting Personal Data | - Handle cross-border data transfers - Manage data subject rights - Implement privacy and security controls |
| Topic 6: Assessing Data | - Conduct data inventory and mapping - Manage vendor and third-party risks - Perform privacy impact assessments |
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NEW QUESTION # 160
SCENARIO
Please use the following to answer the next question:
Henry Home Furnishings has built high-end furniture for nearly forty years. However, the new owner, Anton, has found some degree of disorganization after touring the company headquarters. His uncle Henry has always focused on production - not data processing - and Anton is concerned. In several storage rooms, he has found paper files, disks, and old computers that appear to contain the personal data of current and former employees and customers. Anton knows that a single break-in could irrevocably damage the company's relationship with its loyal customers. He intends to set a goal of guaranteed zero loss of personal information.
To this end, Anton originally planned to place restrictions on who was admitted to the physical premises of the company. However, Kenneth - his uncle's vice president and longtime confidante - wants to hold off on Anton's idea in favor of converting any paper records held at the company to electronic storage. Kenneth believes this process would only take one or two years. Anton likes this idea; he envisions a password- protected system that only he and Kenneth can access.
Anton also plans to divest the company of most of its subsidiaries. Not only will this make his job easier, but it will simplify the management of the stored data. The heads of subsidiaries like the art gallery and kitchenware store down the street will be responsible for their own information management. Then, any unneeded subsidiary data still in Anton's possession can be destroyed within the next few years.
After learning of a recent security incident, Anton realizes that another crucial step will be notifying customers. Kenneth insists that two lost hard drives in Question not cause for concern; all of the data was encrypted and not sensitive in nature. Anton does not want to take any chances, however. He intends on sending notice letters to all employees and customers to be safe.
Anton must also check for compliance with all legislative, regulatory, and market requirements related to privacy protection. Kenneth oversaw the development of the company's online presence about ten years ago, but Anton is not confident about his understanding of recent online marketing laws. Anton is assigning another trusted employee with a law background the task of the compliance assessment. After a thorough analysis, Anton knows the company should be safe for another five years, at which time he can order another check.
Documentation of this analysis will show auditors due diligence.
Anton has started down a long road toward improved management of the company, but he knows the effort is worth it. Anton wants his uncle's legacy to continue for many years to come.
Which of Anton's plans for improving the data management of the company is most unachievable?
Answer: B
NEW QUESTION # 161
Which is NOT an influence on the privacy environment external to an organization?
Answer: A
Explanation:
Explanation
The privacy environment external to an organization refers to the factors that are outside the control of the organization, such as regulations, consumer demand, technological advances, and social norms. These factors can affect the organization's privacy practices and policies, and require the organization to adapt and comply.
Management team priorities are an internal factor that influence the privacy environment within the organization, as they reflect the organization's vision, mission, values, and goals. References: CIPM Study Guide, page 14.
NEW QUESTION # 162
What is the name for the privacy strategy model that describes delegated decision making?
Answer: C
Explanation:
A matrix is a type of organizational structure that involves delegated decision making. In a matrix structure, employees report to more than one manager or leader, usually based on different functions or projects. For example, a software developer may report to both a product manager and a technical manager. A matrix structure allows for more flexibility, collaboration, and innovation in complex and dynamic environments.
The other options are not examples of delegated decision making structures. A de-centralized structure involves distributing decision making authority across different levels or units of the organization, rather than concentrating it at the top. A de-functionalized structure involves breaking down functional silos and creating cross-functional teams or processes. A hybrid structure involves combining elements of different types of structures, such as functional, divisional, or matrix.
NEW QUESTION # 163
What is a key feature of the privacy metric template adapted from the National Institute of Standards and Technology (NIST)?
Answer: C
Explanation:
Explanation
A key feature of the privacy metric template adapted from the National Institute of Standards and Technology (NIST) is that it can be tailored to an organization's particular needs. The privacy metric template is a tool that helps organizations measure their privacy performance and outcomes based on their own goals and objectives7 The template consists of four components: privacy objective, privacy outcome category, privacy outcome statement, and privacy metric statement. The template allows organizations to customize each component according to their specific context, scope, scale, and level of detail8 The template also provides examples and guidance on how to use it effectively and consistently9 The other options are not key features of the privacy metric template adapted from NIST. The template does not provide suggestions on how to collect and measure data, but rather focuses on defining what data to collect and measure based on the desired privacy outcomes. The template is not updated annually to reflect changes in government policy, but rather reflects a general framework that can be applied across different sectors and jurisdictions. The template is not focused on organizations that do business internationally, but rather can be used by any organization regardless of its geographic scope or location. References: 7: Privacy Framework | NIST; 8: NIST Privacy Framework: A Tool for Improving Privacy through Enterprise Risk Management Version 1.0; 9: NIST Privacy Framework: A Tool for Improving Privacy through Enterprise Risk Management Version 1.0
NEW QUESTION # 164
SCENARIO
Please use the following to answer the next QUESTION:
Edufox has hosted an annual convention of users of its famous e-learning software platform, and over time, it has become a grand event. It fills one of the large downtown conference hotels and overflows into the others, with several thousand attendees enjoying three days of presentations, panel discussions and networking. The convention is the centerpiece of the company's product rollout schedule and a great training opportunity for current users. The sales force also encourages prospective clients to attend to get a better sense of the ways in which the system can be customized to meet diverse needs and understand that when they buy into this system, they are joining a community that feels like family.
This year's conference is only three weeks away, and you have just heard news of a new initiative supporting it: a smartphone app for attendees. The app will support late registration, highlight the featured presentations and provide a mobile version of the conference program. It also links to a restaurant reservation system with the best cuisine in the areas featured. "It's going to be great," the developer, Deidre Hoffman, tells you, "if, that is, we actually get it working!" She laughs nervously but explains that because of the tight time frame she'd been given to build the app, she outsourced the job to a local firm. "It's just three young people," she says, "but they do great work." She describes some of the other apps they have built. When asked how they were selected for this job, Deidre shrugs. "They do good work, so I chose them." Deidre is a terrific employee with a strong track record. That's why she's been charged to deliver this rushed project. You're sure she has the best interests of the company at heart, and you don't doubt that she's under pressure to meet a deadline that cannot be pushed back. However, you have concerns about the app's handling of personal data and its security safeguards. Over lunch in the break room, you start to talk to her about it, but she quickly tries to reassure you, "I'm sure with your help we can fix any security issues if we have to, but I doubt there'll be any. These people build apps for a living, and they know what they're doing. You worry too much, but that's why you're so good at your job!" You see evidence that company employees routinely circumvent the privacy officer in developing new initiatives.
How can you best draw attention to the scope of this problem?
Answer: B
Explanation:
This answer is the best way to draw attention to the scope of this problem, as it can provide quantitative and objective evidence of how often the privacy officer is bypassed or ignored in the organization's data processing activities. Developing a metric showing the number of initiatives launched without consultation can help to measure and monitor the level of compliance and alignment with the organization's privacy program and policies, as well as the applicable laws and regulations. Including this metric in reports, presentations and consultation can help to communicate and raise awareness of this problem among the relevant stakeholders, such as senior management, project managers, developers or vendors. It can also help to demonstrate the value and importance of involving the privacy officer in the early stages of any initiative that involves personal data, as well as the potential consequences and risks of not doing so. References: IAPP CIPM Study Guide, page 891; ISO/IEC 27002:2013, section 18.1.3
NEW QUESTION # 165
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