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BCI CBCI Exam Syllabus Topics:

Section	Weight	Objectives
Topic 1: Policy and Programme Management	~16.7%	- Governance and Programme Structure - Establishing Business Continuity Policy - Resource Management and Stakeholder Engagement
Topic 2: Implementation	~16.7%	- Establishing Incident Response Structures - Deploying and Maintaining Resources - Developing Plans and Procedures
Topic 3: Validation	~16.7%	- Maintenance and Updating of Arrangements - Review and Continuous Improvement - Testing and Exercising Plans
Topic 4: Design	~16.7%	- Developing Continuity Strategies - Defining Recovery Objectives and Requirements - Designing Response and Recovery Arrangements
Topic 5: Analysis	~16.7%	- Risk Assessment and Evaluation - Business Impact Analysis (BIA) - Determining Critical Functions and Dependencies
Topic 6: Embedding Business Continuity	~16.7%	- Documentation and Record Keeping - Training and Awareness - Integration into Organizational Culture

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q91-Q96):

NEW QUESTION # 91
An outcome of the Solutions Design process is:

A. Strategies and solutions that lead to financial savings due to the reduction in personnel engaged in operational activities
B. Assurance that all personnel have high levels of occupational competence in their job roles
C. Arrangements that protect the organization from negative publicity during business as usual operations
D. Business Continuity strategies and solutions that remain cost effective in terms of implementation and operational investment

Answer: D

Explanation:
Solutions Design aims to develop strategies and solutions that effectively address Business Continuity requirements while balancing cost and practicality. The CBCI 7.0 course emphasizes that sustainable, cost-effective solutions ensure continuity measures are viable long-term and do not impose unnecessary financial burdens. Protecting reputation, reducing staff, or occupational competence, while important, are secondary or indirect outcomes. The focus remains on practical, affordable solutions.

NEW QUESTION # 92
A breakdown of internal and external dependencies that may include priority suppliers is an outcome of:

A. A Product and Services Business Impact Analysis (BIA)
B. An Activity Business Impact Analysis (BIA)
C. An initial assessment
D. A risk assessment

Answer: B

Explanation:
The CBCI 7.0 course explains that anActivity Business Impact Analysis (BIA)provides detailed identification of dependencies necessary to deliver prioritized products and services. This includes internal dependencies such as departments and resources, and external dependencies such as suppliers and partners.
Mapping these dependencies is crucial to understanding potential vulnerabilities and planning continuity solutions that address both internal process interrelations and supply chain considerations. The Product and Services BIA focuses more on outcomes and impacts, while risk assessments identify threats but do not detail operational dependencies. Initial assessments are broader and less detailed.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 41-44.

NEW QUESTION # 93
Establishing governance for a new Business Continuity Management System (BCMS) is an iterative process because:

A. The governance structure needs to be approved by the organization's Board and this is often a time-consuming process.
B. The roles, responsibilities and accountabilities for the BCMS can only be fully defined after the first validation exercise has been completed.
C. Those who have been assigned BCMS roles and responsibilities have to undergo training and assessment over time.
D. The organization may not fully understand all of the roles, responsibilities and authorities required to operate the BCMS in the early stages of development and may need to revise them over time.

Answer: D

Explanation:
CBCI 7.0 emphasizes that establishing and operating a BCMS is not static; it is "an iterative journey of continual improvement over time." Governance-roles, responsibilities, accountabilities, and authorities-must therefore mature as the organization learns what is required to run the BCMS effectively across policy, analysis, solutions, enablement, and validation. Early in development, organizations often start with a high-level governance model and then refine it as scope, priorities, dependencies, and response structures become clearer through BIA/RA outputs, strategy decisions, and early plan development. This is why option B is correct: the organization may not fully understand all governance requirements at the beginning and must revise them over time.
Option A is too narrow: governance refinement does not depend solely on completing a first exercise; it evolves throughout implementation. Option C may be true in some organizations, but "time-consuming approval" is not the fundamental reason governance is iterative. Option D (training) supports competence, but training alone doesn't explain why governance structures themselves must be revisited and adjusted as the BCMS develops.

NEW QUESTION # 94
Which of the following is correct in relation to simulation exercises?

A. Simulation exercises are always discussion-based
B. Simulation exercises involve only key participants rather than all personnel that could be involved in a real incident
C. There are no time constraints as the exercise is not running in real time so participants can take time to discuss issues that arise and alternative ways to address them
D. Participants are provided with the full detail of the scenario prior to the exercise commencing, including any information and materials on issues that will arise during the scenario so they can be fully prepared

Answer: B

Explanation:
Simulation exercises are designed to mimic real incident responses in as close to a real-time environment as possible but usually involve only the key personnel whose roles are critical in managing the disruption. The CBCI 7.0 materials specify that simulation exercises test the decision-making, coordination, and response of these essential participants rather than the entire workforce, ensuring focused and practical validation of plans and capabilities. They differ from discussion-based exercises, which involve broader participation and are scenario discussions without time constraints. Simulation exercises maintain real-time pressures and operational realism, although full scenario details are typically not disclosed upfront to simulate uncertainty.

NEW QUESTION # 95
When coordinating a Business Continuity Management System (BCMS), a steering group should be established to oversee, advise and make recommendations as the BCMS is established. The steering group should comprise:

A. Customers and suppliers that are familiar with the way the organization works and can make recommendations from an external perspective
B. Only top management
C. Only Business Continuity professionals and any available administrative support
D. Multi-disciplinary experts who are familiar with the operation of the organization

Answer: D

Explanation:
The CBCI 7.0 course emphasizes that an effective BCMS steering group must bemulti-disciplinary, involving representatives from across the organization who understand different operational, financial, and strategic aspects. This diverse composition ensures that BCMS governance benefits from broad expertise and perspectives, enabling better decision-making and alignment with organizational objectives. Involving only Business Continuity professionals or top management limits insight, while external stakeholders like customers and suppliers, although valuable for input, are not typically part of the internal governance steering group. Multi-disciplinary teams enhance buy-in and help address continuity from all angles.
Reference:CBCI 7.0 Study Guide, Module 1: Governance and Leadership, pages 18-21.

NEW QUESTION # 96
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