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NEW QUESTION # 113
Horizon scanning, cost-benefit analysis, and consulting with information from risk assessments are examples of activities undertaken when:
Answer: D
Explanation:
In CBCI 7.0 (based on the BCI GPG Edition 7.0), Solutions Design (PP4) is where the organization determines how it will meet its business continuity requirements identified in Analysis (PP3). PP3 outputs-especially risk assessment results-are key inputs into PP4 so that proposed strategies and solutions address real disruption risks and resource vulnerabilities.
Assessing viability is not only about whether a solution meets recovery requirements; it must also be justified and sustainable. The GPG highlights that strategies and solutions must meet BC requirements while remaining considerate of costs and benefits, noting that mitigation cost should not exceed disruption cost or create secondary risk.
Horizon scanning fits this same viability purpose: it helps anticipate emerging external threats, trends, and changes that could invalidate a solution over time, ensuring chosen strategies remain fit-for-purpose as the operating environment evolves. This is consistent with the GPG emphasis on designing solutions that remain appropriate to the organization's needs and context, rather than selecting options in isolation.
NEW QUESTION # 114
Which of the following is NOT correct in relation to the purpose of defining the scope of the Business Continuity Management System (BCMS)?
Answer: B
Explanation:
The CBCI 7.0 course explains thatdefining the BCMS scope is a dynamic process, which means that the parameters set are not necessarily permanent and may be reviewed and revised as organizational needs, risks, and priorities evolve. While the scope provides clarity on which parts of the organization, products, services, and activities are included, it must remain flexible to adapt to change. Permanent or fixed parameters risk locking the BCMS into outdated or incomplete coverage, reducing effectiveness. Efficient use of time and resources is a benefit of appropriate scoping, but permanence is not a characteristic of good scope definition.
Reference:CBCI 7.0 Study Guide, Module 1: Scope and Context, pages 27-30.
NEW QUESTION # 115
"Collective beliefs, values, attitudes and behaviours of an organization that contribute to the unique social and psychological environment in which it operates" is a description of:
Answer: A
Explanation:
The statement provided is a definition of organizational culture-the shared beliefs, values, attitudes, and behaviours that shape how people in an organization think, decide, communicate, and act. This concept is central to CBCI 7.0's Embracing Business Continuity (PP2), because improving BC outcomes depends heavily on influencing culture (e.g., ownership, consistent behaviours, and engagement), not only producing documents.
The wording in the question closely matches widely used culture definitions that describe culture as the underlying/shared beliefs and values that create the organization's "unique social and psychological environment." That is why the correct choice is C.
By contrast, organizational structure (A) refers to reporting lines, roles, and governance arrangements-important, but not the same as beliefs and behaviours. Mission statements (D) express purpose and strategic intent, but do not describe day-to-day behavioural norms. Embracing BC (B) is a professional practice area (a set of activities to build understanding and culture), not the definition itself. Therefore, the definition clearly points to organizational culture.
NEW QUESTION # 116
Which of the following is NOT a way in which an organization can use exercise programs to ensure and validate supply chain continuity?
Answer: A
Explanation:
While including key suppliers in internal exercises might seem beneficial, the CBCI 7.0 course highlights that external suppliers should be engaged in their own exercises, separate from the organization's internal exercises. Instead, validation of supply chain continuity is better achieved by requiring suppliers to develop and test their recovery plans independently and sharing outcomes. Contractual obligations such as those embedded in SLAs ensure suppliers maintain their own Business Continuity preparedness, while internal exercises focus on organizational responses to supply chain disruptions. Conducting internal exercises to assess impacts remains essential to understand dependencies and potential vulnerabilities without compromising exercise control.
NEW QUESTION # 117
An activity strategy that requires a change to an established way of operating and which provides acceptable outcomes for a limited time during a disruption is known as:
Answer: A
Explanation:
Within CBCI 7.0 solution thinking, not every recovery approach is a "like-for-like replacement." Many continuity strategies use temporary ways of working that keep priority delivery going at an acceptable level until normal capability is restored. A workaround is exactly that: a time-limited, alternate method that changes the usual operating approach but still produces acceptable outcomes during disruption (for example, switching to manual steps, simplified service, alternative approval routes, or temporary routing of work).
This concept is commonly reflected in continuity procedures that instruct teams to "invoke manual / alternative workarounds" when normal utilities or systems are unavailable-highlighting that workarounds are purposeful, temporary operating methods used during disruption.
"Replication solution" implies engineered redundancy (often higher cost) rather than a temporary change in working. "Segmenting" and "sampling" are not standard BC terms for temporary operational changes to sustain delivery. Therefore, the correct answer is B: a workaround.
NEW QUESTION # 118
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