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BCI CBCI Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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 3	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 4	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 5	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.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q85-Q90):

NEW QUESTION # 85
Which type of Business Impact Analysis (BIA) identifies and prioritises the tasks that deliver the most urgent products and services and determines the resources and dependencies required in order to enable these tasks to be completed?

A. Activity BIA
B. Priority BIA
C. Product and Service BIA
D. Process BIA

Answer: A

Explanation:
In the CBCI 7.0 body of knowledge (aligned to the BCI Good Practice Guidelines), the Analysis stage (PP3) uses BIA to determine recovery priorities and the resources and dependencies needed to deliver those priorities. Within BIA approaches, an Activity BIA is the one that drills down to the tasks/activities that must be performed to deliver urgent products and services. It identifies which activities are most time-critical, then documents what is needed to perform them (people, premises, technology, information, suppliers) and the internal/external interdependencies that support delivery. This is exactly what the question describes: prioritising urgent delivery tasks and determining the resources and dependencies required to complete them.
A Product & Service BIA is typically higher-level (what must be delivered), while a Process BIA tends to map and assess disruption impacts at process level rather than at the detailed "do-the-work" activity/task level. "Priority BIA" is not the standard BCI naming for a BIA type. The BCI guidance explicitly links activity-level BIA work to understanding required resources and interdependencies for prioritised activities.

NEW QUESTION # 86
Which of the following is a possible outcome of a gap analysis to establish whether new strategies and solutions are required?

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

Answer: C

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 # 87
A key difference between "embedding" and "embracing" Business Continuity (BC) is that:

A. Embedding is mandated by top management within the BCMS whereas embracing is designed and implemented by operational teams
B. Embedding relies on commitment from personnel whereas embracing is mandated and incorporates strict discipline
C. Embedding is only relevant for organizations that are new to BC whereas embracing should only be undertaken in organizations with well-established BCMS
D. Embedding is focused on mandating and enforcing compliance whereas embracing is aimed at creating a greater understanding of the reason why BC is needed through cultural change

Answer: D

Explanation:
CBCI 7.0 explicitly covers "the difference between embracing and embedding business continuity." In BCI's messaging around GPG 7.0, the change to "embracing" reflects a shift from a compliance-heavy mindset toward building understanding, belief, and culture, so people know why BC matters and behave accordingly.
Option A best captures this: "embedding" is commonly associated with making BC part of routines through processes and requirements (often interpreted as compliance enforcement), while "embracing" focuses on the cultural and behavioural commitment that makes BC sustainable and meaningful.
Options B-D misstate ownership and maturity. Embracing is not only an operational-team activity; it needs leadership sponsorship and organization-wide participation. It is also relevant at any maturity level, and it is not fundamentally about mandating strict discipline-rather it is about creating shared understanding and engagement.

NEW QUESTION # 88
Which of the following is demonstrated where an organization includes Business Continuity in induction processes and sets Business Continuity objectives for personnel?

A. The use of validation
B. The role of the Business Continuity professional
C. The organization's Business Continuity culture
D. The organization's approach to risk assessment

Answer: C

Explanation:
Embedding Business Continuity into induction and setting objectives for personnel clearly indicates amature Business Continuity culture. The CBCI 7.0 course details that a strong culture is characterized by widespread awareness, commitment, and integration of Business Continuity principles into everyday activities. Including continuity in induction familiarizes new staff with the organization's resilience expectations, while individual objectives reinforce personal accountability. This cultural embedding supports sustainable continuity practices and improves the likelihood of effective responses during disruptions. It reflects a proactive organizational mindset rather than isolated activities or roles.
Reference:CBCI 7.0 Study Guide, Module 4: Business Continuity Culture, pages 65-70.

NEW QUESTION # 89
What should an organization do when it does not yet have fully developed Business Continuity (BC) solutions, response structures, and Business Continuity plans in place?

A. Conduct an initial Business Impact Analysis (BIA)
B. Develop and implement an interim crisis management plan
C. Outsource the response to a Business Continuity service provider when a crisis or disruption occurs
D. Implement a "go to" strategy and acquire the required resources, equipment, and services when disruption occurs

Answer: B

Explanation:
When an organization lacks fully developed BC solutions, response structures, or plans, the CBCI 7.0 course recommends the immediate development and implementation of aninterim crisis management plan. This plan serves as a temporary framework to manage disruptions while the comprehensive BCMS is being established. An interim plan prioritizes rapid response capability, outlining essential roles, responsibilities, and immediate actions to stabilize incidents. Conducting a BIA is important but follows initial crisis preparedness. Outsourcing or reactive procurement of resources without a foundational plan risks ad hoc responses and inefficiency. Establishing an interim plan ensures the organization is not unprepared during the transition towards a mature BCMS.
Reference:CBCI 7.0 Study Guide, Module 1: Establishing the BCMS, pages 20-24.

NEW QUESTION # 90
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