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| Certification Vendor: | Business Continuity Institute (BCI) |
|---|---|
| Exam Name: | Certificate of the Business Continuity Institute (CBCI) Examination |
| Exam Number: | CBCI |
| Exam Price: | Varies by region and training provider (typically around GBP £400–£600 equivalent) |
| Real Exam Qty: | 120 multiple-choice questions |
| Available Languages: | English |
| Exam Format: | Multiple-choice questions, Computer-based exam |
| Passing Score: | 65% |
| Related Certifications: | CBCI Certification Course (training pathway) MBCI (Member of the Business Continuity Institute) |
| Exam Duration: | 120 minutes |
| Certificate Validity Period: | 3 years |
| Recommended Training: | BCI CBCI Certification Training Course Business Continuity Good Practice Guidelines (GPG) |
| Exam Registration: | Business Continuity Institute Official Certification Page BCI Training and CBCI Course Information |
| Sample Questions: | BCI CBCI Sample Questions |
| Exam Way: | Computer-based exam delivered online or at authorized test centers |
| Pre Condition: | No formal prerequisite required, but recommended completion of CBCI training course or equivalent business continuity knowledge |
| Official Syllabus URL: | https://www.thebci.org |
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NEW QUESTION # 25
In relation to the roles and responsibilities that need to be undertaken to ensure the Business Impact Analysis (BIA) process meets its purpose, which of the following would be responsible for preparing, planning, managing, delivering and ensuring consistency throughout the BIA process?
Answer: C
Explanation:
In CBCI 7.0, PP3 - Analysis introduces the BIA as a core technique used to estimate impacts over time and determine recovery priorities and resource requirements. Because BIA must be repeatable and comparable across the organization, it requires strong coordination, clear methodology, and consistent language. The BCI's PP3 overview notes a key emphasis on making BIA practical and ensuring consistent language and messaging, with clearly defined stakeholder roles and responsibilities.
That coordination responsibility sits with the Business Continuity Professional (or BCMS lead) who prepares the approach, plans the work, manages stakeholders, delivers facilitation and consolidation, and ensures consistent application of definitions (e.g., products/services, prioritised activities, MTPD/RTO) and outputs for decision-making.
An Activity Owner typically provides the subject-matter detail for their activity (dependencies, impacts, minimum resources) but does not usually design or manage the enterprise-wide BIA process. A Risk Assessment Professional may support risk analysis, but BIA is distinct and focuses on impact/priority and continuity requirements. Top management sponsors, sets direction, and approves outcomes, but does not normally run the end-to-end BIA production process.
NEW QUESTION # 26
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 # 27
In relation to Solutions Design, a gap analysis is used to determine whether:
Answer: D
Explanation:
A gap analysis is a critical evaluation tool used in the Solutions Design phase to identify differences between existing Business Continuity capabilities and what is required to achieve organizational resilience. The CBCI
7.0 course specifies that this analysisdetermines if new or revised strategies and solutions are neededto meet Business Continuity requirements effectively. By comparing current states with desired outcomes, the gap analysis highlights areas lacking adequate controls, resources, or processes. It drives decision-making for prioritizing improvements and investments in continuity measures. This systematic assessment ensures that Business Continuity strategies are fit for purpose and aligned with evolving risks and business objectives. It is not focused on financial performance or audit justifications but on actionable capability enhancements.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design and Gap Analysis, pages 95-99.
NEW QUESTION # 28
Which of the following is NOT correct in relation to the purpose of defining the scope of the Business Continuity Management System (BCMS)?
Answer: A
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 # 29
Which of the following is demonstrated where an organization includes Business Continuity in induction processes and sets Business Continuity objectives for personnel?
Answer: D
Explanation:
Embedding Business Continuity into induction and setting objectives for personnel clearly indicates amature Business Continuity culture. The CBCI 7.0 course details that a strong culture is characterized by widespread awareness, commitment, and integration of Business Continuity principles into everyday activities. Including continuity in induction familiarizes new staff with the organization's resilience expectations, while individual objectives reinforce personal accountability. This cultural embedding supports sustainable continuity practices and improves the likelihood of effective responses during disruptions. It reflects a proactive organizational mindset rather than isolated activities or roles.
Reference:CBCI 7.0 Study Guide, Module 4: Business Continuity Culture, pages 65-70.
NEW QUESTION # 30
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