CBCI対応内容 & CBCI日本語学習内容

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BCI CBCI Exam Syllabus Topics:

Section	Objectives
BCM Policy and Programme Management	- Governance and programme structure 1. Policy development and lifecycle 2. Roles, responsibilities, and accountability
Business Impact Analysis (BIA)	- Impact assessment and recovery requirements 1. Recovery Time Objectives (RTO) and Recovery Point Objectives (RPO) 2. Identification of critical activities
Business Continuity Management (BCM) Principles	- Introduction to BCM 1. Purpose and benefits of BCM 2. Key BCM terminology and concepts
Exercising, Maintenance and Review	- Validation and continuous improvement 1. Audit and review processes 2. Testing and exercise types
Business Continuity Plan Development and Implementation	- Plan design and structure 1. Response structure and incident management 2. Documentation and plan maintenance
Risk Assessment and Business Continuity Strategies	- Risk identification and evaluation 1. Mitigation strategies 2. Continuity strategy selection

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CBCI日本語学習内容、CBCIダウンロード

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BCI Certificate of the Business Continuity Institute (CBCI) 認定 CBCI 試験問題 (Q109-Q114):

質問 # 109
What should an organization do when it does not yet have fully developed Business Continuity (BC) solutions, response structures, and Business Continuity plans in place?

A. Develop and implement an interim crisis management plan
B. Conduct an initial Business Impact Analysis (BIA)
C. Outsource the response to a Business Continuity service provider when a crisis or disruption occurs
D. Implement a "go to" strategy and acquire the required resources, equipment, and services when disruption occurs

正解：A

解説：
When an organization lacks fully developed BC solutions, response structures, or plans, the CBCI 7.0 course recommends the immediate development and implementation of aninterim crisis management plan. This plan serves as a temporary framework to manage disruptions while the comprehensive BCMS is being established. An interim plan prioritizes rapid response capability, outlining essential roles, responsibilities, and immediate actions to stabilize incidents. Conducting a BIA is important but follows initial crisis preparedness. Outsourcing or reactive procurement of resources without a foundational plan risks ad hoc responses and inefficiency. Establishing an interim plan ensures the organization is not unprepared during the transition towards a mature BCMS.
Reference:CBCI 7.0 Study Guide, Module 1: Establishing the BCMS, pages 20-24.

質問 # 110
A breakdown of internal and external dependencies that may include priority suppliers is an outcome of:

A. A risk assessment
B. An initial assessment
C. A Product and Services Business Impact Analysis (BIA)
D. An Activity Business Impact Analysis (BIA)

正解：D

解説：
The CBCI 7.0 course explains that anActivity Business Impact Analysis (BIA)provides detailed identification of dependencies necessary to deliver prioritized products and services. This includes internal dependencies such as departments and resources, and external dependencies such as suppliers and partners.
Mapping these dependencies is crucial to understanding potential vulnerabilities and planning continuity solutions that address both internal process interrelations and supply chain considerations. The Product and Services BIA focuses more on outcomes and impacts, while risk assessments identify threats but do not detail operational dependencies. Initial assessments are broader and less detailed.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 41-44.

質問 # 111
Which of the following is a step that would be taken by the Business Continuity professional to support the process to advance an organization from embedding to embracing Business Continuity?

A. Including funding in the Business Continuity budget to hire a consulting firm to run Business Continuity as a project
B. Gaining an understanding of the organization's culture
C. Assigning Business Continuity roles and responsibilities across the organization's hierarchy
D. Development and adoption of a Business Continuity policy to protect the organization from disruptions

正解：B

解説：
The CBCI 7.0 course identifiesgaining an understanding of the organization's cultureas a foundational step in moving from merely embedding Business Continuity practices to fully embracing them. Cultural insights enable targeted interventions that align Business Continuity with existing values, beliefs, and behaviours, enhancing engagement and ownership. Policies and role assignments are important but less effective without cultural alignment. Outsourcing continuity as a project risks detachment from organizational realities. Understanding culture guides effective communication, training, and leadership strategies that foster a pervasive continuity mindset.
Reference:CBCI 7.0 Study Guide, Module 4: Culture and Engagement, pages 66-69.

質問 # 112
Consulting stakeholders, conducting a cost-benefit analysis, consulting with internal resources such as risk management and internal audit teams, and horizon scanning are some of the methods that might be used when:

A. Developing an exercise programme
B. Measuring Business Continuity culture
C. Defining the initial BCMS scope
D. Identifying and assigning Business Continuity Management System (BCMS) roles and responsibilities

正解：C

解説：
Defining the initial scope of a BCMS requires a comprehensive understanding of organizational context, risks, and priorities. The CBCI 7.0 course recommends consulting with stakeholders, leveraging internal expertise (e.g., risk management, audit), performing cost-benefit analyses, and horizon scanning to capture potential future threats and opportunities. These methods ensure that the scope is appropriately focused and realistic, considering business objectives, resource availability, and external environment. This thorough approach lays the foundation for a relevant and effective BCMS.

質問 # 113
Which one of the following is a feature of an effective Business Continuity (BC) policy?

A. There is clear top management commitment to the policy and its continued improvement.
B. The policy provides details of constraints on specific suppliers.
C. The policy can be validated by exercises and updated with the detailed learning that arises from carrying out the exercises.
D. The policy details the incident management plans and the financial budgets available to support recovery plans.

正解：A

解説：
An effective BC policy is a high-level statement of intent and direction, formally expressed and endorsed by top management. Its effectiveness depends on visible leadership commitment-because leadership is responsible for ensuring the policy aligns with the organization's strategic direction, is communicated, resourced, and kept under review for suitability. In BCI guidance, establishing the business continuity policy specifically requires top management action, support, and commitment, with governance to maintain and improve the policy over time.
Option A best reflects this core characteristic: top management commitment and continual improvement. The other options describe items that are typically handled in plans or supporting documents (e.g., incident management plan details, budget specifics, supplier constraints, or exercise lessons learned). Those elements may inform the BCMS, but they do not define what a BC policy is. The policy sets the framework and expectations; detailed procedures, constraints, and exercise learnings are managed elsewhere within the BCMS lifecycle.

質問 # 114
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