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BCI CBCI Exam Syllabus Topics:

Topic	Details
Topic 1	Design: Here, learners explore how to translate analysis into strategic plans by developing continuity designs that mitigate identified risks, ensuring critical operations remain functional or can be quickly restored during disruptions.
Topic 2	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 3	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.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q46-Q51):

NEW QUESTION # 46
When establishing a Business Continuity Management System (BCMS), which of the following activities should be carried out first?

A. Develop a Business Continuity (BC) policy.
B. Carry out a risk assessment.
C. Determine the scope of the BCMS.
D. Establish high-level governance of the BCMS.

Answer: C

Explanation:
Good practice is to agree what the BCMS covers before building the rest of the system. Determining the scope defines the boundaries (products/services, locations, functions, and interfaces) and ensures subsequent work-policy, objectives, roles, analysis, and solutions-targets the right parts of the organization. BCI's GPG 7.0 focus on PP1 includes developing both scope and policy, and wider BC guidance reinforces that it is important to agree the scope before progressing through later lifecycle stages such as analysis, design, implementation, and validation.
That makes option C the correct "first" activity. Option B (risk assessment) is part of the Analysis practice and should be performed once scope is set. Option D (policy) is foundational and should follow quickly, but it must align to the defined scope. Option A (governance) is also established early, yet governance design is driven by and must support the scoped BCMS; the scope decision is the logical starting point that anchors everything else.

NEW QUESTION # 47
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. Recruitment of additional personnel so that the organization always has access to surplus staff in case of an incident occurring
B. 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
C. Links to social media so the organization can run an extensive recruitment campaign both inside and outside the organization if a disruptive event occurs
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 # 48
Which of the following is NOT correct in relation to Business Continuity plans?

A. They should be validated before being deemed operational
B. They may include scenario-specific plans that are designed to address a particular threat
C. They should be kept up to date
D. They should contain detailed step-by-step instructions on what to do for every eventuality that could occur

Answer: D

Explanation:
The CBCI 7.0 course explains that Business Continuity plansshould not contain detailed step-by-step instructions for every possible eventuality, as this is impractical and can lead to overly complex, difficult-to- maintain plans. Instead, plans should provide clear, actionable guidance and procedures that focus on managing the most likely or impactful scenarios. Scenario-specific plans targeting particular threats can complement overarching plans to address specific risks more thoroughly. Validation through exercises and reviews is essential to confirm operational readiness, and plans must be regularly updated to reflect changes in organizational context, resources, and threats. Over-detailing can hinder flexibility and rapid decision-making during actual incidents.
Reference:CBCI 7.0 Study Guide, Module 5: Plans and Procedures, pages 80-82.

NEW QUESTION # 49
Reading the organization's mission statement, annual reports, corporate social media accounts, or newsletters can contribute to building a better understanding of the organization's:

A. Crisis Communication plan
B. Emergency Response Strategy
C. Culture
D. Business Continuity Management System (BCMS)

Answer: C

Explanation:
In CBCI / BCI Good Practice Guidelines (GPG) Edition 7.0, Embracing Business Continuity (PP2) is centred on strengthening business continuity culture by building genuine understanding and commitment across the organization-not just "policy compliance." A practical starting point is learning how the organization thinks and behaves: its purpose, priorities, values, and the way it communicates internally and externally. Mission statements and annual reports typically explain organizational purpose, strategic intent, and leadership messaging; newsletters and corporate social media often reveal behaviours, tone, informal norms, and what the organization chooses to celebrate or emphasise. This helps the BC professional understand the "mindset of an organization" and where the BC culture currently sits, which is necessary before influencing and improving it.
This aligns with the GPG/ISO view of organizational culture as the shared values, attitudes, and behaviours shaping the social and psychological environment in which the organization operates.

NEW QUESTION # 50
Where social media is a key element in an organization's communications response strategy, it is important for the organization to:

A. Empower all staff to engage with social media to ensure that information during a disruption can be delivered quickly
B. Ensure all staff who engage with social media are aware of the need to keep a note of their engagement in case valuable contacts are secured through this route
C. Build up followers and establish a social media presence before an incident
D. Limit social media engagement to one-way communications as only the organization's formal statements and opinions are required

Answer: C

Explanation:
The CBCI 7.0 course highlights that an effective social media strategy requires establishing and nurturing a following before incidents occur. A pre-existing audience ensures messages disseminated during disruptions reach stakeholders promptly and credibly. While empowering staff to engage may lead to inconsistent messaging and risks, centralized management ensures accuracy and control. Recording engagement can be useful but is secondary. Limiting social media to one-way communications may reduce interaction but safeguards message consistency. Building presence early is foundational to effective crisis communications.

NEW QUESTION # 51
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