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| Section | Objectives |
|---|---|
| Professional Practice 1: Establishing a Business Continuity Management System (BCMS) | |
| Professional Practice 5: Enabling Solutions | |
| Professional Practice 2: Embracing Business Continuity | |
| Professional Practice 4: Solutions Design | |
| Professional Practice 3: Analysis | |
| Professional Practice 6: Validation |
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NEW QUESTION # 16
Which type of review provides an evaluation of the Business Continuity Management System (BCMS) outputs against the requirements or expectations to determine whether Business Continuity is incorporated into every task undertaken through the BCMS?
Answer: C
Explanation:
The CBCI 7.0 course identifiesQuality Assurance (QA) reviewsas evaluations that assess whether BCMS processes and outputs meet defined standards and requirements. QA examines whether Business Continuity principles and practices are effectively embedded into organizational tasks and workflows. Unlike performance appraisals (individual focus) or post-incident reviews (event focus), QA provides systematic assurance that Business Continuity is integrated consistently and effectively throughout the BCMS lifecycle.
External audits verify compliance but QA focuses on continuous process improvement.
Reference:CBCI 7.0 Study Guide, Module 6: Audit and Review, pages 134-137.
NEW QUESTION # 17
Which of the following is an action that the Business Continuity professional will take as part of the process of strategy determination?
Answer: A
Explanation:
Strategy determination is a collaborative process where the Business Continuity professional works directly with owners of priority products, services, activities, or processes to develop detailed specifications for solutions that meet continuity requirements. The CBCI 7.0 course highlights this partnership as essential to ensure strategies are practical, aligned with operational realities, and capable of achieving recovery objectives.
While designing high-level strategies and managing communication are important, hands-on collaboration with operational owners facilitates realistic, implementable solutions. This approach increases ownership, ensures accuracy, and fosters smoother implementation.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design, pages 92-95.
NEW QUESTION # 18
When setting up any individual exercise, which of the following should be taken into consideration in relation to risks to business as usual?
Answer: B
Explanation:
Exercising business continuity plans involves balancing the need to simulate realistic scenarios while minimizing unintended disruption to normal operations. The CBCI 7.0 course instructs that exercise planners must anticipate and control any business as usual impacts through careful planning, monitoring, and mitigation during the exercise. Ignoring risks or dismissing business as usual commitments undermines organizational operations and can reduce support for continuity activities. Managing disruption effectively ensures exercises achieve their objectives without unnecessary operational costs.
NEW QUESTION # 19
Recording and counting the number of hours spent by personnel in participating in Business Continuity (BC) training is a way for the BC professional to measure the:
Answer: D
Explanation:
Counting training hours is a participation/engagement metric. It tells you whether people are showing up and investing time in BC learning and awareness activities, which is one indicator (among many) of the organization's BC culture-i.e., whether BC is being taken seriously and embedded into normal organizational behaviour. GPG 7.0's shift toward Embracing Business Continuity highlights improving culture through awareness and engagement across the organization, rather than relying only on compliance enforcement.
Importantly, training hours do not directly measure learning outcomes (B). Someone can spend hours in training without gaining (or retaining) the required understanding; you would need assessments, exercises, observation of behaviour, or performance evidence to confirm learning. Similarly, training hours do not prove risk reduction (D); reduced risk is typically evidenced through improved controls, fewer single points of failure, better recovery performance, and validated capability.
Therefore, the best interpretation is that training hours are a proxy measure supporting evaluation of BC culture/engagement, making A the correct answer.
NEW QUESTION # 20
Which of the following would NOT be considered as part of the process to develop a Product and Services Business Impact Analysis (BIA)?
Answer: C
Explanation:
A Product and Services BIA is used to understand what the organization delivers, the impacts over time if those deliveries are disrupted, and therefore what must be prioritised for continuity and recovery. To do that, it is appropriate to consider contractual requirements and penalties (A), because contractual failure is a common driver of "unacceptable impact" and can influence recovery priorities. It is also appropriate to consider the organization's objectives and strategic direction (B), because continuity priorities should support what leadership is trying to achieve and protect. Finally, lessons learned from past disruptions and exercises (D) can improve the accuracy of impact assumptions and highlight real-world vulnerabilities that affect products/services.
By contrast, annual training and performance management arrangements (C) are part of competence/culture enablement and governance activities, not the core inputs needed to analyse product/service impacts and prioritisation within a Product & Services BIA. The BIA is primarily an impact-and-priority technique; training/performance processes may support BC capability, but they do not determine product/service impact over time.
NEW QUESTION # 21
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