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BCI CBCI Exam Syllabus Topics:

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

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q102-Q107):

NEW QUESTION # 102
What is the purpose of assigning roles and responsibilities as part of the Business Continuity Management System (BCMS)?

A. To assist the Business Continuity (BC) professional in implementing the BCMS
B. To take pressure off the organization's top management by delegating tasks
C. To create a highly trained team who can then cascade their expertise by training other members of staff
D. To ensure that all essential tasks are allocated to identified and competent individuals

Answer: D

Explanation:
A BCMS depends on clearly defined organizational roles, responsibilities, and authorities so that continuity tasks are not "assumed" or left to chance. In CBCI 7.0's BCMS establishment practice, assigning roles and responsibilities ensures every required BCMS activity (e.g., analysis participation, strategy ownership, plan maintenance, exercising, and review) is allocated to named people who are competent and understand what is expected of them. This aligns with ISO 22301's leadership requirement that responsibilities and authorities for relevant roles are established and communicated, so the management system can be implemented and maintained effectively.
Option B best reflects that intent: allocate essential tasks to identified and competent individuals.
Option A is incorrect because governance does not remove top management accountability; leadership remains responsible for direction and ensuring the BCMS is supported. Option C is too narrow (roles exist for the organization's capability, not just to "help the BC professional"). Option D may be a benefit of training, but it is not the primary purpose of role assignment-role assignment is about clear accountability and dependable execution across the BCMS.

NEW QUESTION # 103
When establishing governance for a Business Continuity Management System (BCMS), which of the following will be responsible for developing and communicating the Business Continuity policy and for promoting a Business Continuity culture by leading by example?

A. Departmental Representatives
B. Top Management
C. Business Continuity Plan Owners
D. Business Continuity Professional

Answer: B

Explanation:
Top management holds the ultimate responsibility for developing and endorsing the Business Continuity policy and fostering a culture of continuity within the organization. The CBCI 7.0 course emphasizes that leadership commitment is crucial for the BCMS's success, as top management's active involvement sets expectations, allocates resources, and leads by example. Their role extends beyond policy approval to include visible support and communication to embed Business Continuity values across all levels. Other roles such as plan owners and professionals support implementation but do not carry this overarching governance responsibility.

NEW QUESTION # 104
Which of the following statements about an Activity Business Impact Analysis (BIA) is correct?

A. An Activity BIA ensures that all of the activities undertaken by an organization can continue as usual during a disruption and sets out a detailed plan to enable continuity
B. An Activity BIA identifies and prioritizes the activities that deliver the most urgent products and services and determines the resources and dependencies required to enable continuity
C. An Activity BIA identifies risks to delivery activities and establishes strategies to either prevent risks arising or to mitigate their effects should they arise
D. An Activity BIA determines the resources required to deliver the organization's prioritized products and services

Answer: B

Explanation:
An Activity Business Impact Analysis (BIA) is a crucial component of the Business Continuity Management System (BCMS) that focuses on identifying and prioritizing the activities within the organization that contribute to delivering critical products and services. According to the CBCI 7.0 course, the Activity BIA maps out which activities are most urgent and vital, and it determines the necessary resources and interdependencies required to maintain or restore these activities following a disruption. This detailed understanding enables the organization to allocate resources effectively and design recovery strategies tailored to priority activities. Unlike a broad process or product BIA, the Activity BIA provides granular insights into operational components, ensuring continuity plans address practical recovery needs and dependencies.

NEW QUESTION # 105
Which of the following is essential to ensure the ongoing effectiveness and relevance of a Business Continuity Management System (BCMS) and should be built into the initial process to establish a BCMS?

A. Ensuring compliance with legal requirements across the company and developing a register of any risks
B. Developing internal and external communications systems to raise the profile of the BCMS and highlight successful steps in the development
C. Determining how the BCMS will be monitored, reviewed and continually improved over time
D. Carrying out health and safety risk assessments in all parts of the organization and making a commitment to repeat these assessments every year as part of the BCMS

Answer: C

Explanation:
The CBCI 7.0 course stresses thatestablishing mechanisms for ongoing monitoring, review, and continual improvementis a foundational element of the BCMS. This ensures the system remains effective, adaptable, and relevant as organizational contexts and risks evolve. Building these processes into the initial BCMS design facilitates proactive management of changes, drives performance enhancement, and aligns with ISO
22301 standards for Business Continuity. While communication systems, safety assessments, and compliance registers are important, they do not substitute for structured continual improvement processes, which embed resilience into organizational culture and operations.
Reference:CBCI 7.0 Study Guide, Module 1: Establishing the BCMS, pages 15-20.

NEW QUESTION # 106
Which of the following solutions in the context of building and work environment resources would support a strategy of relocating operations to another work area belonging to the organization should an incident occur?

A. Re-purpose work areas and facilities to enable working arrangements for organization personnel during a disruption
B. Advise personnel that they will have to work around the existing workstations and equipment in the alternative site as it will be an emergency situation
C. Contract former employees and contractors to undertake work at the replacement during a disruption
D. Create a separate supply chain to support the alternative site in the case of an incident occurring

Answer: A

Explanation:
The CBCI 7.0 course outlines that a key solution to support relocation strategies involves re-purposing existing work areas and facilities to accommodate essential personnel and functions during disruptions. This may involve modifying spaces, reallocating equipment, or adapting layouts to maintain operations efficiently. Such pre-planning ensures that the organization can resume activities quickly and safely. Contracting former employees or creating separate supply chains may assist but are secondary to establishing viable physical environments. Expecting personnel to adapt to unprepared facilities risks inefficiency and morale issues. Proactive adaptation of workspace is a cornerstone of effective relocation strategies.

NEW QUESTION # 107
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