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BCI CBCI Exam Syllabus Topics:

Topic	Details
Topic 1	Policy and Programme Management and Embedding: This part guides users through establishing a Business Continuity Management System (BCMS), including how to craft governance, define a policy, and embed these elements into the fabric of an organization for long-term sustainability.
Topic 2	Implementation: This section covers putting the designed continuity strategies into action, including creating and deploying incident response and business continuity plans, structuring effective response teams, and ensuring operational readiness.
Topic 3	Introduction: This section lays the groundwork for newcomers to business continuity by clarifying what business continuity is, why it matters in organizational resilience, and how its fundamental practices interconnect under the Good Practice Guidelines (GPG) framework.
Topic 4	Analysis This module dives into the analytical stage, focusing on tools such as Business Impact Analysis (BIA) and risk assessment to identify critical functions and vulnerabilities—essential for understanding what the organization must protect and why.
Topic 5	Validation: This final module emphasizes testing and verifying the effectiveness of implemented plans through exercises and reviews—ensuring that what was designed and implemented actually performs as intended under real-world conditions.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q70-Q75):

NEW QUESTION # 70
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. Only Business Continuity professionals and any available administrative support
B. Only top management
C. Customers and suppliers that are familiar with the way the organization works and can make recommendations from an external perspective
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 # 71
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. Only Business Continuity professionals and any available administrative support
B. Only top management
C. Customers and suppliers that are familiar with the way the organization works and can make recommendations from an external perspective
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 be multi-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.

NEW QUESTION # 72
Which of the following factors affects the way in which an organization selects and combines the different types of Business Impact Analysis (BIA)?

A. The outcomes of an organization's risk assessment to determine which part of the organization is at greatest risk
B. The scope of the Business Continuity Management System (BCMS)
C. The outcomes of a gap analysis to identify where there is greatest need for Business Continuity capability to be improved
D. Consultation with internal and external stakeholders on the extent of analysis that is required

Answer: B

Explanation:
The CBCI 7.0 course explains that the scope of the BCMS is the primary factor influencing the selection and combination of BIA types (e.g., activity, product, or process BIAs). The scope defines which organizational units, activities, and resources are covered, thereby guiding the level and focus of impact analysis. While risk assessments, gap analyses, and stakeholder consultations inform aspects of BCMS development, they do not determine the BIA methodology as directly as the defined scope. Aligning BIAs to scope ensures consistency and resource-effective analysis.

NEW QUESTION # 73
When developing solutions for people strategies, solutions to recover activities with a short Recovery Time Objective (RTO) requiring redeployment of personnel should be supported by:

A. Induction and training by an operational manager at the time when the disruption is underway so that individuals can build understanding and confidence prior to commencing the allocated tasks
B. Links to social media so the organization can run an extensive recruitment campaign both inside and outside the organization if a disruptive event occurs
C. Recruitment of additional personnel so that the organization always has access to surplus staff in case of an incident occurring
D. The development of training material including all relevant information and procedures so that this can be made available when required

Answer: D

Explanation:
Short RTOs necessitate rapid recovery actions that often require personnel to perform tasks they may not usually undertake. The CBCI 7.0 course outlines that providing accessible, comprehensive training materials in advance ensures personnel can quickly familiarize themselves with necessary procedures during a disruption. This proactive preparation supports redeployment without delay, building confidence and reducing errors. While recruitment and on-the-fly training are options, relying on real-time induction is risky and can delay recovery. Social media recruitment is impractical during crises due to time constraints. Preparedness through training material is key for agility.

NEW QUESTION # 74
If a Business Continuity (BC) culture gap analysis shows that the gap between the existing culture and the desired BC culture is large, which of the following approaches would be the best one for the BC professional to take?

A. Introduce an aggressive training programme for all employees that focuses on details of the BCMS.
B. Adopt a BC culture development approach that was successfully used by another organization.
C. Start with the basics, ensuring that employees' needs and perspectives are recognised, and then progress to more advanced topics.
D. Expand and enhance BCMS information on the organization's intranet and introduce a requirement that all employees review the information at least once a year.

Answer: C

Explanation:
GPG 7.0 describes Embracing Business Continuity (PP2) as a paradigm shift away from "mandating and enforcing compliance" toward embedding BC into the organization, building belief, understanding, and sustained commitment. When a culture gap is large, the best approach is progressive and people-centred: establish foundational understanding first, recognise workforce perspectives, and build credibility through practical relevance-then mature toward deeper competencies. This directly matches option C and aligns with PP2's intent to persuade and engage the workforce so BC stays "up-to-date and operational," producing fit-for-purpose capability over time.
Option A is risky because culture is context-specific; copying another organization's approach may ignore your own values, incentives, and constraints. Option B (aggressive training focused on BCMS detail) often creates "tick-box" compliance rather than ownership-exactly what PP2 warns against. Option D (intranet content + annual review requirement) is passive and typically insufficient to close a large culture gap because it does not build real engagement, skills practice, or behavioural change.

NEW QUESTION # 75
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