IAPP CIPM Exam Dumps

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Question # 1

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 Pacific Suites. In 1998, Briseño decided to change the hotel’s on-the-jobmentoring model to a standardized training program for employees who were progressingfrom line positions into supervisory positions. He developed a curriculum comprising aseries of lessons, scenarios, and assessments, which was delivered in-person to smallgroups. Interest in the training increased, leading Briseño to work with corporate HRspecialists and software engineers to offer the program in an online format. The onlineprogram saved the cost of a trainer and allowed participants to work through the material attheir own pace.Upon hearing about the success of Briseño’s program, Pacific Suites corporate VicePresident Maryanne Silva-Hayes expanded the training and offered it company-wide.Employees who completed the program received certification as a Pacific Suites HospitalitySupervisor. By 2001, the program had grown to provide industry-wide training. Personnelat hotels across the country could sign up and pay to take the course online. As theprogram became increasingly profitable, Pacific Suites developed an offshoot business,Pacific Hospitality Training (PHT). The sole focus of PHT was developing and marketing avariety of online courses and course progressions providing a number of professionalcertifications in the hospitality industry.By setting up a user account with PHT, course participants could access an informationlibrary, sign up for courses, and take end-of-course certification tests. When a user openeda new account, all information was saved by default, including the user’s name, date ofbirth, contact information, credit card information, employer, and job title. The registrationpage offered an opt-out choice that users could click to not have their credit card numberssaved. 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 newcourses. Between 2002 and 2008, PHT issued more than 700,000 professionalcertifications.PHT’s profits declined in 2009 and 2010, the victim of industry downsizing and increasedcompetition from e- learning providers. By 2011, Pacific Suites was out of the onlinecertification business and PHT was dissolved. The training program’s systems and recordsremained in Pacific Suites’ digital archives, un-accessed and unused. Briseño and SilvaHayes moved on to work for other companies, and there was no plan for handling thearchived data after the program ended. After PHT was dissolved, Pacific Suites executivesturned their attention to crucial day-to-day operations. They planned to deal with the PHTmaterials once resources allowed.In 2012, the Pacific Suites computer network was hacked. Malware installed on the onlinereservation system exposed the credit card information of hundreds of hotel guests. Whiletargeting the financial data on the reservation site, hackers also discovered the archivedtraining 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 guestsand the exfiltration of the PHT database with all its contents.A Pacific Suites systems analyst discovered the information security breach in a routinescan of activity reports. Pacific Suites quickly notified credit card companies and recenthotel guests of the breach, attempting to prevent serious harm. Technical securityengineers 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 accessand storage, but those procedures were not implemented when PHT was formed. Whenthe PHT database was acquired by Pacific Suites, it had no owner or oversight. By the timetechnical security engineers determined what private information was compromised, atleast 8,000 credit card holders were potential victims of fraudulent activity.How was Pacific Suites responsible for protecting the sensitive information of its offshoot,PHT?

A. As the parent company, it should have transferred personnel to oversee the secure handling of PHT’s data. 
B. As the parent company, it should have performed an assessment of PHT’s infrastructure and confirmed complete separation of the two networks. 
C. As the parent company, it should have ensured its existing data access and storage procedures were integrated into PHT’s system. 
D. As the parent company, it should have replaced PHT’s electronic files with hard-copy documents stored securely on site. 

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Question # 2

What are you doing if you succumb to "overgeneralization" when analyzing data frommetrics?

A. Using data that is too broad to capture specific meanings. 
B. Possessing too many types of data to perform a valid analysis. 
C. Using limited data in an attempt to support broad conclusions. 
D. Trying to use several measurements to gauge one aspect of a program. 

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Question # 3

How do privacy audits differ from privacy assessments?

A. They are non-binding. 
B. They are evidence-based. 
C. They are based on standards. 
D. They are conducted by external parties. 

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Question # 4

What is the main reason to begin with 3-5 key metrics during the program developmentprocess?

A. To avoid undue financial costs. 
B. To keep the focus on the main organizational objectives. 
C. To minimize selective data use. 
D. To keep the process limited to as few people as possible. 

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Question # 5

SCENARIOPlease use the following to answer the next QUESTION:It's just what you were afraid of. Without consulting you, the information technology directorat your organization launched a new initiative to encourage employees to use personaldevices for conducting business. The initiative made purchasing a new, high-specificationlaptop computer an attractive option, with discounted laptops paid for as a payrolldeduction spread over a year of paychecks. The organization is also paying the salestaxes. It's a great deal, and after a month, more than half the organization's employeeshave signed on and acquired new laptops. Walking through the facility, you see themhappily customizing and comparing notes on their new computers, and at the end of theday, most take their laptops with them, potentially carrying personal data to their homes orother unknown locations. It's enough to give you data- protection nightmares, and you'vepointed out to the information technology Director and many others in the organization thepotential hazards of this new practice, including the inevitability of eventual data loss ortheft.Today you have in your office a representative of the organization's marketing departmentwho shares with you, reluctantly, a story with potentially serious consequences. The nightbefore, straight from work, with laptop in hand, he went to the Bull and Horn Pub to playbilliards with his friends. A fine night of sport and socializing began, with the laptop "safely"tucked on a bench, beneath his jacket. Later that night, when it was time to depart, heretrieved the jacket, but the laptop was gone. It was not beneath the bench or on anotherbench nearby. The waitstaff had not seen it. His friends were not playing a joke on him.After a sleepless night, he confirmed it this morning, stopping by the pub to talk to thecleanup crew. They had not found it. The laptop was missing. Stolen, it seems. He looks atyou, embarrassed and upset.You ask him if the laptop contains any personal data from clients, and, sadly, he nods hishead, yes. He believes it contains files on about 100 clients, including names, addressesand governmental identification numbers. He sighs and places his head in his hands indespair.What should you do first to ascertain additional information about the loss of data?

A. Interview the person reporting the incident following a standard protocol. 
B. Call the police to investigate even if you are unsure a crime occurred. 
C. Investigate the background of the person reporting the incident. 
D. Check company records of the latest backups to see what data may be recoverable. 

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