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| Certification Vendor: | Business Continuity Institute (BCI) |
|---|---|
| Exam Name: | Certificate of the Business Continuity Institute (CBCI) |
| Exam Number: | CBCI |
| Exam Duration: | 90 minutes |
| Real Exam Qty: | 90 |
| Available Languages: | English |
| Passing Score: | 70% (63 out of 90 questions) |
| Related Certifications: | CBCI |
| Exam Price: | USD 475 |
| Exam Format: | Multiple-choice |
| Sample Questions: | BCI CBCI Sample Questions |
| Exam Way: | Online, proctored |
| Pre Condition: | Candidates are encouraged to attend the CBCI training course before sitting the exam. |
| Official Syllabus URL: | https://www.thebci.org/certification-training/cbci-exam.html |
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NEW QUESTION # 101
Establishing governance for a new Business Continuity Management System (BCMS) is an iterative process because:
Answer: A
Explanation:
CBCI 7.0 emphasizes that establishing and operating a BCMS is not static; it is "an iterative journey of continual improvement over time." Governance-roles, responsibilities, accountabilities, and authorities-must therefore mature as the organization learns what is required to run the BCMS effectively across policy, analysis, solutions, enablement, and validation. Early in development, organizations often start with a high-level governance model and then refine it as scope, priorities, dependencies, and response structures become clearer through BIA/RA outputs, strategy decisions, and early plan development. This is why option B is correct: the organization may not fully understand all governance requirements at the beginning and must revise them over time.
Option A is too narrow: governance refinement does not depend solely on completing a first exercise; it evolves throughout implementation. Option C may be true in some organizations, but "time-consuming approval" is not the fundamental reason governance is iterative. Option D (training) supports competence, but training alone doesn't explain why governance structures themselves must be revisited and adjusted as the BCMS develops.
NEW QUESTION # 102
Which of the following approaches can be used by the Business Continuity (BC) professional as part of a gap analysis to identify whether an organization's existing recovery capabilities meet the required Recovery Time Objectives (RTO)?
Answer: A
Explanation:
A gap analysis compares required recovery targets (such as RTOs derived from the BIA) against the organization's actual demonstrated capability. The most defensible evidence for whether current recovery arrangements can meet RTO is what has been proven in practice-through prior exercises, technical tests, and real incident responses. The BCI's validation guidance highlights the value of exercises and post-incident review to evaluate how well plans, capabilities, and competencies met continuity requirements, and to identify strengths and improvement areas.
This aligns with established BC good practice where exercise/test outputs are used to answer questions like whether a priority system "can be recovered and restored within the expected recovery time objective," which is exactly the RTO gap being checked.
Horizon scanning and competitor analysis may help inform future improvements, but they do not directly demonstrate current performance against RTO. Health and safety risk assessments are important, yet they focus on workplace safety hazards rather than time-bound recovery performance of critical services.
NEW QUESTION # 103
Which of the following is NOT a factor that should be considered when estimating the Maximum Tolerable Period of Disruption (MTPD) to a product or service?
Answer: C
Explanation:
In CBCI 7.0 / GPG 7.0, the MTPD is defined as the time frame within which the impacts of not resuming activities become unacceptable to the organization. Therefore, estimating MTPD is fundamentally impact-based: you assess when consequences cross an unacceptable threshold. Impacts typically include inability to meet business objectives, regulatory/legal non-compliance, contractual failure, financial loss, and reputational damage-all of which can make continued disruption unacceptable.
By contrast, threats that could cause disruption belong primarily to risk assessment, not the MTPD estimate itself. In PP3, the BCI distinguishes the two techniques: BIA estimates impacts over time to determine priorities and resource requirements, while risk assessment analyses the relevant risks to prioritised activities to identify concentrations of risk or points of failure.
So, while threats help you understand what might happen and how likely, they are not the deciding factor for how long disruption is tolerable. MTPD answers "how long until impacts are unacceptable," regardless of which specific threat caused the interruption. That is why option C is the NOT factor.
NEW QUESTION # 104
Which of the following is an outcome of personnel embracing Business Continuity and the organization's Business Continuity Management System (BCMS)?
Answer: D
Explanation:
Personnel embracing Business Continuity fosters a culture that supports the design and implementation of a BCMS tailored to the organization's unique culture, risks, and operational realities. The CBCI 7.0 course underscores that when personnel actively engage with continuity practices, the BCMS reflects actual organizational needs, leading to practical, accepted, and effective continuity programs. Commitment does not reduce the necessity for regular updates or validation; instead, it enhances the quality and relevance of those processes. While public confidence may improve indirectly, the key outcome is the fit-for-purpose nature of the BCMS driven by engaged personnel.
NEW QUESTION # 105
In relation to validation, what is meant by review?
Answer: B
Explanation:
The CBCI 7.0 course explains that review refers to the systematic process of evaluating the BCMS to assess whether it remains suitable, adequate, and effective in meeting organizational needs and objectives. Reviews identify areas for improvement, ensuring continual enhancement of Business Continuity capabilities. This encompasses analysis of internal and external factors, performance data, audit results, and feedback from exercises and incidents. It differs from compliance checks or personnel engagement assessments by focusing on the overall system's fitness for purpose, promoting proactive adaptation to changing risks and environments.
NEW QUESTION # 106
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