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BCI CBCI Exam Syllabus Topics:

TopicDetails
Topic 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.
Topic 2
  • 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 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.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q14-Q19):

NEW QUESTION # 14
An effective exercise programme should:

Answer: C

Explanation:
Within CBCI 7.0 (aligned to BCI GPG 7.0), validation includes exercising and testing to confirm the BCMS performs as intended and stays effective as the organization changes. Good practice is not to "set and forget" an exercise programme; it must be kept current as threats, dependencies, operating models, staffing, suppliers, technology, and locations evolve. The BCI explicitly states that exercises should be performed at planned intervals and when there are significant changes within the organization or the context in which it operates-this directly supports the need to review the exercise programme regularly at pre-defined intervals or after significant change.
Option A is partly true (exercise objectives should reflect BIA and solutions), but it doesn't capture the key "effective programme" control: continuous review/update. Option B can help comparison, but repeating the same framework can also create predictability and miss emerging risks. Option D may inform scenarios, yet customer concerns alone should not drive the programme. The strongest CBCI-aligned answer is C.


NEW QUESTION # 15
The method to measure Business Continuity (BC) culture that assesses levels of response and performance in similar situations across all levels and the breadth of an organization is:

Answer: A

Explanation:
In CBCI 7.0 (aligned to BCI GPG 7.0), measuring BC culture is most meaningful when it focuses on what people actually do under similar conditions-not only what they say they know. A "behavioural consistency" approach evaluates whether teams and leaders respond in a predictable, repeatable, and aligned way when faced with comparable situations across different parts of the organization. This directly fits the question wording: it looks at levels of response and performance "across all levels and the breadth" of the organization, identifying whether BC behaviours are embedded uniformly or only present in pockets. GPG 7.0 also reinforces that embracing BC is achieved by embedding behaviours beyond compliance, leading to improved culture and fit-for-purpose capability.
By contrast, "BC awareness" typically measures knowledge/visibility (training, communications reach), not consistency of performance. "Unstructured observations" can provide insight but lacks repeatability and comparability across the organization. "Pre-mortem checks" are a useful technique for anticipating failure modes, but they are not primarily a culture measurement method focused on observed response consistency.


NEW QUESTION # 16
Which of the following is NOT an activity that is undertaken as part of the governance of the Business Continuity Management System (BCMS)?

Answer: B


NEW QUESTION # 17
Business as usual (BAU) plans document processes for restoring an organization to its original state and should:

Answer: A

Explanation:
Business as usual (BAU) plans are designed to restore normal operational conditions after a disruption, often returning systems and processes to pre-incident states. The CBCI 7.0 course underlines that these plans must consider new vulnerabilitiesthat may arise as a result of the disruption's impact on resources or operational environments. Incidents can introduce changes such as weakened controls, damaged infrastructure, or altered workflows, which must be addressed to prevent recurrence or new risks. While BAU plans should be prepared in advance, the focus is not just on resource availability or reversing recovery sequences but on understanding the dynamic context post-disruption. This approach ensures resilience not only in restoration but in strengthening the organization against future incidents.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis and Recovery, pages 60-62.


NEW QUESTION # 18
Which of the following parameters would NOT be considered by a resource or activity owner when evaluating and selecting solutions to meet an agreed strategy?

Answer: B

Explanation:
When selecting solutions, resource or activity owners focus on factors such as advantages, disadvantages, costs, and implementation timelines, which directly affect feasibility and operational impact. The CBCI 7.0 course clarifies that while validation exercises are important for testing solutions, the choice and evaluation of solutions themselves typically do not consider the type of exercises planned for later validation phases. Exercise planning is a separate activity handled by the validation team, not the solution selectors.


NEW QUESTION # 19
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