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BCI CBCI Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	Validation: This final module emphasizes testing and verifying the effectiveness of implemented plans through exercises and reviews—ensuring that what was designed and implemented actually performs as intended under real-world conditions.
Topic 3	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.
Topic 4	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 5	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.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q110-Q115):

NEW QUESTION # 110
In order to make it easier to manage risk, complexity and cost when establishing a Business Continuity Management System (BCMS), the initial scope of the BCMS should:

A. Include as many of the organization's products and services as possible
B. Focus on crisis management
C. Be limited to specific high-value areas of the organization
D. Be limited to information technology disaster recovery plans

Answer: C

Explanation:
The CBCI 7.0 course advises that when establishing a BCMS, an initial focused scope limited to high-value or critical parts of the organization is practical to manage complexity and costs effectively. This allows targeted efforts on areas that pose the greatest risks or have the most significant impact on continuity. Over time, the scope can be expanded as maturity develops. Including everything initially or focusing only on IT disaster recovery limits effectiveness or overcomplicates early efforts, respectively. Crisis management is part of BCMS but not the sole focus of the initial scope.
Reference:CBCI 7.0 Study Guide, Module 1: Scope and Planning, pages 30-33.

NEW QUESTION # 111
An example of regularly planned ongoing maintenance of the Business Continuity Management System (BCMS) is:

A. Examining with department heads the performance of their systems following near misses
B. Taking corrective actions to revise the Business Continuity plan after an actual incident
C. Making changes to the evacuation procedures after an emergency building evacuation demonstrates the procedures include unexpected risks
D. Performing a check of backup equipment at the alternate site on a monthly basis

Answer: D

Explanation:
The CBCI 7.0 course highlights that regularly scheduled maintenance activities, such as monthly checks of backup equipment, are essential for ensuring that Business Continuity resources remain operational and ready for use. Such preventative maintenance helps detect failures before incidents occur, supporting system reliability. While corrective actions and reviews following incidents or near misses are important, ongoing, planned maintenance is the proactive foundation of system resilience. Evacuation procedure changes are reactive and part of continual improvement, but routine equipment checks represent essential planned maintenance.

NEW QUESTION # 112
Recovery solutions that support an alternate location strategy for physical infrastructure that can be made available within hours include:

A. Personnel working from home
B. Rebuilding and reconnecting utility feeds
C. Ordering, delivering and installing replacement equipment
D. Repurposing other work areas and facilities

Answer: D

Explanation:
An alternate location strategy for physical infrastructure focuses on providing usable workspace quickly when a primary site is unavailable. Solutions that can be available within hours typically rely on options the organization already controls-such as repurposing internal space (often described in continuity guidance as "displacement/budge-up," using other facilities, or relocating teams into existing sites). This is the most realistic "hours-scale" approach because it avoids procurement lead times and complex engineering dependencies.
Option B fits that model precisely: repurposing other work areas and facilities can be activated rapidly with basic logistics (access, seating, connectivity, and prioritization of critical teams).
Option A (working from home) can be a valid continuity strategy, but the question specifies physical infrastructure and an alternate location approach; remote working is not a physical alternate site solution in the same sense. Options C and D typically take longer than hours: ordering/installing equipment and rebuilding/reconnecting utilities involve supply chains, specialist work, and external dependencies. Therefore, B is the best answer.

NEW QUESTION # 113
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. The development of training material including all relevant information and procedures so that this can be made available when required
D. Links to social media so the organization can run an extensive recruitment campaign both inside and outside the organization if a disruptive event occurs

Answer: C

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 thatproviding accessible, comprehensive training materials in advanceensures 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.
Reference:CBCI 7.0 Study Guide, Module 5: People Strategies, pages 98-101.

NEW QUESTION # 114
Which of the following elements would NOT be validated by an exercise?

A. The availability of key information when required
B. The effectiveness and usability of relevant procedures
C. The design and effectiveness of the business impact analysis process
D. The reliability of systems and equipment

Answer: C

Explanation:
Exercises focus on validating the practical elements of Business Continuity arrangements, including the availability of key information, usability of procedures, and reliability of systems and equipment under simulated conditions. The CBCI 7.0 course clearly distinguishes that thebusiness impact analysis (BIA) processitself is a planning and analysis activity, not a response function, and therefore is not subject to validation through exercises. BIAs are validated through reviews and audits rather than operational testing.
Exercises are designed to test response and recovery capabilities, communication flows, and system robustness in real-time or simulated disruptions. Validating the BIA design requires analytical review, stakeholder engagement, and continuous improvement processes, which occur separately from exercises. This differentiation ensures that exercises focus on operational readiness rather than procedural design.
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 115-117.

NEW QUESTION # 115
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