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BCI CBCI Exam Syllabus Topics:

Section	Objectives
BCM Policy and Programme Management	- Governance and programme structure 1. Policy development and lifecycle 2. Roles, responsibilities, and accountability
Business Continuity Plan Development and Implementation	- Plan design and structure 1. Documentation and plan maintenance 2. Response structure and incident management
Business Continuity Management (BCM) Principles	- Introduction to BCM 1. Purpose and benefits of BCM 2. Key BCM terminology and concepts
Exercising, Maintenance and Review	- Validation and continuous improvement 1. Testing and exercise types 2. Audit and review processes
Business Impact Analysis (BIA)	- Impact assessment and recovery requirements 1. Identification of critical activities 2. Recovery Time Objectives (RTO) and Recovery Point Objectives (RPO)
Risk Assessment and Business Continuity Strategies	- Risk identification and evaluation 1. Mitigation strategies 2. Continuity strategy selection

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q116-Q121):

NEW QUESTION # 116
Which of the following is a possible outcome of a gap analysis to establish whether new strategies and solutions are required?

A. A schedule for sharing the outcomes with all personnel to invite their comments and encourage them to embrace Business Continuity
B. Agreement from top management that a Business Impact Analysis (BIA) should be completed to determine the new procedures required
C. Validation exercises to confirm the findings of the gap analysis that can be presented to top management as part of the decision-making process
D. A determination that Business Continuity capabilities exceed requirements and resources could be redistributed

Answer: D

Explanation:
A gap analysis identifies discrepancies between current capabilities and required Business Continuity needs.
The CBCI 7.0 course explains that outcomes may reveal that the organization's existing capabilities exceed what is necessary, offering opportunities to redistribute resources or adjust investments. This insight helps optimize resource allocation and improve efficiency. While validation exercises and communication plans are important subsequent steps, the immediate and tangible result of a gap analysis can include the reassessment of capability adequacy.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design and Gap Analysis, pages 95-98.

NEW QUESTION # 117
When preparing to carry out a Business Impact Assessment (BIA), the Business Continuity professional should:

A. Ensure that the process includes an external communications procedure
B. Consider the potential recovery strategies and solutions that may be implemented
C. Consult with personnel to determine preferred ways of working in different departments
D. Review all relevant organization documents to help assess the appropriate parameters and factors to be applied during the process

Answer: D

Explanation:
The CBCI 7.0 course advises that before conducting a BIA, the Business Continuity professional should review organizational documents such as strategic plans, operational procedures, and risk registers to understand the context and determine appropriate parameters like impact categories and assessment criteria. This preparation ensures that the BIA is aligned with organizational objectives and risks, enhancing the accuracy and relevance of findings. While consulting personnel, considering recovery strategies, and communication procedures are important, these typically occur later in the BCMS lifecycle. Proper groundwork through document review is essential for a focused and effective BIA process.

NEW QUESTION # 118
An outcome of the Solutions Design process is:

A. Assurance that all personnel have high levels of occupational competence in their job roles
B. Strategies and solutions that lead to financial savings due to the reduction in personnel engaged in operational activities
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 # 119
Which of the following is an indicator that top management is embracing Business Continuity?

A. The organization's health and safety risk assessments are recorded as required
B. Business Continuity is part of the organization's strategic planning and is reviewed regularly
C. The organization maintains full compliance with legal and regulatory requirements
D. The organization's Business Continuity operational plans are kept up to date

Answer: B

Explanation:
The CBCI 7.0 course identifiesthe integration of Business Continuity into the organization's strategic planning with regular reviewsas a clear sign of top management's commitment. Strategic incorporation ensures Business Continuity is prioritized, resourced, and aligned with long-term objectives, reflecting leadership's recognition of its importance. Regular review cycles demonstrate ongoing engagement and responsiveness to changing risks. While legal compliance, health and safety management, and operational plan maintenance are important, they may occur without active leadership endorsement. True embracement requires embedding Business Continuity in strategic decision-making and organizational culture.
Reference:CBCI 7.0 Study Guide, Module 1: Leadership and Commitment, pages 23-26.

NEW QUESTION # 120
Which of the following would NOT affect the scope of the Business Continuity Management System (BCMS) and lead to the need for the scope of the BCMS to be reviewed?

A. A new communications manager being appointed to lead a business promotion campaign on social media
B. A merger with another organization
C. A change to the way that products and services are delivered
D. A change to legal or regulatory requirements

Answer: A

Explanation:
In CBCI 7.0, PP1 - Establishing a BCMS includes defining the BCMS scope and recognizing that BCMS activities are not one-time tasks; they evolve as the organization changes. Scope review is normally triggered by changes that materially affect continuity requirements-such as structural changes, changes to products/services, delivery models, locations, technology, critical resources, or external obligations. A merger (A) can significantly change organizational boundaries, critical activities, and dependency networks, requiring scope reassessment. A change in legal/regulatory requirements (B) can introduce new continuity obligations and thresholds for unacceptable impact, again affecting scope. A change in how products/services are delivered (C)-for example increased outsourcing, new platforms, or new channels-changes dependencies and recovery priorities, often requiring scope review.
Option D is different: appointing a communications manager to run a promotion campaign is not, by itself, a material change to continuity requirements or the operating model of prioritized products and services. Unless it creates a new critical service/dependency (which the option does not state), it would not normally trigger a BCMS scope review.

NEW QUESTION # 121
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