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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	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 2	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.
トピック 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.
トピック 4	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 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) 認定 CBCI 試験問題 (Q142-Q147):

質問 # 142
Which of the following approaches can be used by the Business Continuity (BC) professional as part of a gap analysis to identify whether an organization's existing recovery capabilities meet the required Recovery Time Objectives (RTO)?

A. Consideration of the health and safety risk assessments undertaken in the workplace
B. Competitor analysis to determine whether there are lessons that can be learned from alternative models
C. Horizon scanning to assess any issues that may need to be taken on board in establishing comprehensive arrangements
D. Review of past exercises, tests and responses to actual disruptions that have taken place

正解：D

解説：
A gap analysis compares required recovery targets (such as RTOs derived from the BIA) against the organization's actual demonstrated capability. The most defensible evidence for whether current recovery arrangements can meet RTO is what has been proven in practice-through prior exercises, technical tests, and real incident responses. The BCI's validation guidance highlights the value of exercises and post-incident review to evaluate how well plans, capabilities, and competencies met continuity requirements, and to identify strengths and improvement areas.
This aligns with established BC good practice where exercise/test outputs are used to answer questions like whether a priority system "can be recovered and restored within the expected recovery time objective," which is exactly the RTO gap being checked.
Horizon scanning and competitor analysis may help inform future improvements, but they do not directly demonstrate current performance against RTO. Health and safety risk assessments are important, yet they focus on workplace safety hazards rather than time-bound recovery performance of critical services.

質問 # 143
Following the completion of the Analysis stage of the Business Continuity Management System (BCMS), the next stage would be to:

A. Conduct a risk assessment on prioritised activities.
B. Develop the operational plans.
C. Identify strategies and solutions for resuming business operations.
D. Establish governance for the BCMS.

正解：C

解説：
In the GPG 7.0 structure used by CBCI 7.0, Analysis (PP3) covers the Business Impact Analysis (BIA) and Risk Assessment, producing requirements such as priorities, resource needs, and recovery targets. Once those requirements are understood, the next step is Solutions Design (PP4)-selecting and designing strategies and solutions that can meet the recovery requirements (e.g., meeting RTOs, securing resources, reducing single points of failure).
That sequencing is why option B is correct: after analysis, you identify strategies and solutions for resuming/continuing operations. Option A (governance) is established earlier as part of setting up the BCMS framework. Option C is part of the analysis stage itself, not the next stage. Option D (operational plans) aligns more with Enabling Solutions (PP5), where solutions are implemented and supported by response structures and plans.

質問 # 144
An example of regularly planned ongoing maintenance of the Business Continuity Management System (BCMS) is:

A. Performing a check of backup equipment at the alternate site on a monthly basis
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. Examining with department heads the performance of their systems following near misses

正解：A

解説：
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.

質問 # 145
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. Focus on crisis management
B. Be limited to information technology disaster recovery plans
C. Be limited to specific high-value areas of the organization
D. Include as many of the organization's products and services as possible

正解：C

解説：
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.

質問 # 146
In your role as a Business Continuity (BC) professional you have submitted your company's first gap analysis to top management for their review and approval. The response is a decision not to address some gaps even though you had recommended some new strategies and solutions. The best course of action is to:

A. Recommend that the business pursues adjusted strategies and solutions that will partially close the identified gaps.
B. Plan to resubmit the strategies and solutions during the validation phase.
C. Request a meeting to further discuss the importance of the recommendations.
D. Search for ways to lower the cost of carrying out the recommendations.

正解：A

解説：
Within CBCI 7.0 (aligned to the BCI GPG 7.0 model), Solutions Design is where strategies are selected that best meet the organization's continuity requirements while remaining viable and proportionate. Crucially, the outcomes of analysis (BIA/RA and any resulting gap picture) are used to highlight "gaps for top management to address or accept." If top management decides not to fully close certain gaps, the BC professional should treat this as a governance decision (risk/impact acceptance) and then work constructively to refine options that improve resilience within the constraints set by management. Recommending adjusted strategies and solutions (option B) supports continual improvement without ignoring leadership's decision, and it keeps momentum by delivering partial risk reduction and capability uplift where feasible.
Option A may be appropriate if the decision appears uninformed, but it does not directly move the BCMS forward. Option C is only one possible input to adjustment (cost is not the only constraint). Option D misplaces the timing-validation tests what exists; it is not the stage to "re-pitch" unapproved solutions.

質問 # 147
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CBCI学習教材自体については、学習者が学習教材をさまざまな角度から効率的に学習できるように複数の機能を強化します。たとえば、試験を刺激する機能は、受験者が実際のCBCI試験の雰囲気とペースに精通し、予期しない問題の発生を回避するのに役立ちます。簡単に言えば、当社のCBCIトレーニングガイドは品質とサービスを優先し、BCIお客様にCBCI試験に合格するための新しい体験と快適な気持ちをお届けします。

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