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BCI CBCI Exam Syllabus Topics:

Topic	Details
Topic 1	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 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	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 4	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 5	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.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q128-Q133):

NEW QUESTION # 128
It is important to measure Business Continuity culture because this:

A. Indicates whether or not there is a need to validate and update operational plans
B. Provides data that can be used when promoting the organization to potential new recruits
C. Can determine whether or not the organization needs to continue reviewing and making improvements to its Business Continuity Management System (BCMS)
D. Indicates how well personnel are likely to engage with, and follow Business Continuity plans and procedures

Answer: D

Explanation:
Measuring Business Continuity culture is essential to assess the level of engagement, understanding, and commitment personnel have toward Business Continuity plans and procedures. The CBCI 7.0 course stresses that culture measurement helps predict the likely success of continuity efforts during disruptions. A strong culture supports adherence to plans and proactive risk management, while a weak culture may highlight areas needing targeted improvement. While measurements can indirectly inform reviews and validations, the primary focus is on gauging personnel behaviour and engagement, which is the most critical factor in continuity effectiveness.
Reference:CBCI 7.0 Study Guide, Module 4: Developing a Business Continuity Culture, pages 70-73.

NEW QUESTION # 129
The purpose of a Business Continuity policy is to:

A. Establish shared understanding of the importance of a BCMS and its relevance to the organization
B. Share the outcomes of a Business Impact Analysis with internal and external stakeholders
C. Enable the Business Continuity professional to issue instructions to all on the changes that they will be required to make
D. Initiate the development of an effective response structure in case of disruption to products or services within the scope of the Business Continuity Management System (BCMS)

Answer: A

Explanation:
A Business Continuity policy acts as a foundational document that communicates the organization's commitment to Business Continuity and sets out its scope, objectives, and principles. The CBCI 7.0 course stresses that the policy fosters a shared understanding across the organization about the importance of the BCMS and ensures that personnel recognize its relevance to their roles. It does not specify operational details or mandate actions but guides governance and culture. The policy supports alignment of efforts and continuous improvement of the BCMS.

NEW QUESTION # 130
Which of the following is the first step in the process for developing recovery strategies and solutions?

A. Carrying out a gap analysis to determine needs
B. Consulting relevant stakeholders on draft designs and proposals
C. Training personnel to carry out strategy determination activities
D. Developing a Business Continuity policy

Answer: A

Explanation:
The CBCI 7.0 course clarifies thatconducting a gap analysisis the initial step in developing recovery strategies and solutions. The gap analysis compares current Business Continuity capabilities with the requirements identified in the BIA and risk assessments, highlighting deficiencies that must be addressed.
This systematic evaluation informs strategy development by identifying where improvements or new solutions are necessary. While policy development and stakeholder consultation are important subsequent steps, gap analysis provides the evidence base required for informed decision-making. Training personnel comes later as part of implementation.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design, pages 91-95.

NEW QUESTION # 131
As part of the preparation for responding to an incident, plans should be in place to enable the response team to meet. Which of the following is NOT correct in relation to arrangements for meeting facilities?

A. A continuously available and stable power supply should be available to meeting locations
B. Meeting arrangements should be stated in plans that are made available to all team members
C. At least two meeting locations should be stated with the team leader deciding which to use at the time of the incident
D. Meetings must always take place in a physical rather than virtual location

Answer: D

Explanation:
The CBCI 7.0 course explains that flexibility in meeting arrangements is critical for effective response.
Requiring meetings to always occur physically is impractical, especially in disruptions impacting facilities or when personnel are remote. Virtual meeting capabilities have become essential, allowing teams to convene despite physical constraints. Plans should specify multiple meeting options (physical and virtual) and include contingencies like stable power and connectivity. Stating arrangements and empowering leaders to select locations supports responsiveness and operational continuity.
Reference:CBCI 7.0 Study Guide, Module 2: Response Planning, pages 79-81.

NEW QUESTION # 132
In relation to governance roles and responsibilities, what should be put in place to ensure that the responsibilities of each Business Continuity Management System (BCMS) role holder will be fulfilled should the primary role holder be ill, out of the area, or be otherwise unavailable?

A. The Business Continuity professional will temporarily take over the responsibilities of the absent role holder
B. The Incident Response Team will assume responsibility for the responsibilities of the absent BCMS role holder
C. Responsibilities of the absent role holder will be put on hold while a substitute is located
D. A subject matter expert will be assigned as the deputy for each primary BCMS role holder

Answer: D

Explanation:
The CBCI 7.0 course stipulates thatappointing deputies or alternatesfor each BCMS role is a governance best practice ensuring continuity of responsibility and decision-making. Deputies are subject matter experts equipped to act on behalf of the primary role holder during absences, maintaining operational integrity and responsiveness. Relying on the Business Continuity professional or Incident Response Team to cover absent roles without formal deputization risks delays and gaps. Putting responsibilities on hold is unacceptable as it compromises continuity efforts.
Reference:CBCI 7.0 Study Guide, Module 1: Governance and Roles, pages 24-26.

NEW QUESTION # 133
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