最新のBCI CBCI過去問題 &合格スムーズCBCI受験記 |更新するCBCI復習解答例

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BCI CBCI 認定試験の出題範囲：

トピック	出題範囲
トピック 1	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.
トピック 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.
トピック 3	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.
トピック 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.
トピック 5	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.

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BCI Certificate of the Business Continuity Institute (CBCI) 認定 CBCI 試験問題 (Q120-Q125):

質問 # 120
During the process of strategy determination as part of solutions design, the Business Continuity (BC) professional should consider and select solutions to deliver agreed strategies in partnership with the:

A. Finance director
B. Incident response team leader
C. Relevant product, activity or resource owner
D. Department representative

正解：C

解説：
Solutions Design (PP4) turns requirements from Analysis into practical strategies and solutions (for people, premises, technology, information, suppliers, etc.). Selecting workable solutions requires collaboration with the stakeholders who own the product/service delivery, activities, and critical resources, because they understand operational constraints, dependencies, performance expectations, and what "minimum acceptable capacity" really means in practice. This is reinforced by the CBCI module outline for PP4, which includes selecting strategies/solutions and mitigating unacceptable risks/single points of failure-work that depends on detailed operational input from owners.
The finance director may advise on affordability, but is not the primary partner for solution design decisions. A "department representative" is vague and may not have authority/knowledge of the specific priority activity or resource. Incident response team leaders focus on incident-time coordination, not necessarily on designing recovery capabilities. Therefore, partnering with the relevant product, activity, or resource owner (option C) is best practice and delivers solutions that are realistic, maintainable, and actually executable during disruption.

質問 # 121
Strategies to resume business operations following a disruption are based on the outcomes of the:

A. Analysis of Maximum Tolerable Period of Disruption (MTPD) and Recovery Time Objectives (RTO)
B. Collaborations generated by the organization's Business Continuity culture
C. Negotiations with stakeholders regarding their minimum requirements in a disruption
D. Governance structures established for the Business Continuity Management System (BCMS)

正解：A

解説：
The CBCI 7.0 course clarifies thatstrategies for resuming operationsare developed primarily based on the analysis of the Maximum Tolerable Period of Disruption (MTPD) and the Recovery Time Objectives (RTO).
The MTPD defines the maximum duration an activity can be disrupted before causing intolerable impact, while the RTO sets the target time to restore that activity. These recovery parameters provide clear, measurable goals for strategy development, ensuring continuity efforts focus on minimizing downtime and impact. Although stakeholder input and organizational culture influence strategy implementation, the technical parameters of MTPD and RTO form the foundational basis for solutions.
Reference:CBCI 7.0 Study Guide, Module 3: Recovery Objectives, pages 56-59.

質問 # 122
An outcome of the Solutions Design process is:

A. Arrangements that protect the organization from negative publicity during business as usual operations
B. Assurance that all personnel have high levels of occupational competence in their job roles
C. Strategies and solutions that lead to financial savings due to the reduction in personnel engaged in operational activities
D. Business Continuity strategies and solutions that remain cost effective in terms of implementation and operational investment

正解：D

解説：
Solutions Design aims to develop strategies and solutions that effectively address Business Continuity requirements while balancing cost and practicality. The CBCI 7.0 course emphasizes that sustainable, cost- effective solutions ensure continuity measures are viable long-term and do not impose unnecessary financial burdens. Protecting reputation, reducing staff, or occupational competence, while important, are secondary or indirect outcomes. The focus remains on practical, affordable solutions.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design, pages 90-95.

質問 # 123
Which of the following would be the most effective and motivating way to share information that is intended to influence personnel to embrace Business Continuity?

A. Send all information via email or the intranet on the assumption that this will be everyone's preferred, and most convenient, form of communication
B. Provide detailed explanations on all of the organization and set regular tests to ensure that personnel are taking sufficient interest
C. Use language that is clear and easily accessible to all when producing documents, presentations or training materials
D. Ensure that attendance at meetings is recorded and reflected in the staff performance appraisals

正解：C

解説：
The CBCI 7.0 course highlights that the most effective way to motivate personnel is through clear, accessible, and engaging communication. Materials should be understandable regardless of role or background, avoiding jargon and complexity. This clarity facilitates comprehension and fosters genuine interest in Business Continuity. Detailed explanations and testing may overwhelm or alienate, while relying solely on email or intranet assumes preferences that may not be universal. Recording attendance links to compliance rather than motivation. Tailoring communication style and delivery to audience needs maximizes engagement and encourages embracement.

質問 # 124
The process that ensures that an organization's Business Continuity arrangements are up to date and ready to respond to incidents and their impacts despite changes to its structure or changes in its operational context is:

A. Maintenance
B. Gap analysis
C. Internal audit
D. Review

正解：A

解説：
Maintenance refers to the ongoing process of keeping Business Continuity arrangements current and effective in light of organizational or contextual changes. The CBCI 7.0 course clarifies that maintenance involves regular reviews, updates, testing, and adjustments to plans and processes, ensuring readiness and relevance. While review and audit are important, maintenance is the active continuous process that adapts the BCMS to evolving needs.

質問 # 125
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