BCIのCBCI認定試験の最新な問題集

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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	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 2	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 3	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.

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BCI Certificate of the Business Continuity Institute (CBCI) 認定 CBCI 試験問題 (Q41-Q46):

質問 # 41
When preparing to carry out a Business Impact Assessment (BIA), the Business Continuity professional should:

A. Review all relevant organization documents to help assess the appropriate parameters and factors to be applied during the process
B. Consider the potential recovery strategies and solutions that may be implemented
C. Consult with personnel to determine preferred ways of working in different departments
D. Ensure that the process includes an external communications procedure

正解：A

解説：
The CBCI 7.0 course advises that before conducting a BIA, the Business Continuity professional should review organizational documents such as strategic plans, operational procedures, and risk registers to understand the context and determine appropriate parameters like impact categories and assessment criteria. This preparation ensures that the BIA is aligned with organizational objectives and risks, enhancing the accuracy and relevance of findings. While consulting personnel, considering recovery strategies, and communication procedures are important, these typically occur later in the BCMS lifecycle. Proper groundwork through document review is essential for a focused and effective BIA process.

質問 # 42
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?

A. Business Continuity Professional
B. Top Management
C. Activity Owner
D. Risk Assessment Professional

正解：A

解説：
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.

質問 # 43
A key difference between "embedding" and "embracing" Business Continuity (BC) is that:

A. Embedding is only relevant for organizations that are new to BC whereas embracing should only be undertaken in organizations with well-established BCMS
B. Embedding is mandated by top management within the BCMS whereas embracing is designed and implemented by operational teams
C. Embedding relies on commitment from personnel whereas embracing is mandated and incorporates strict discipline
D. Embedding is focused on mandating and enforcing compliance whereas embracing is aimed at creating a greater understanding of the reason why BC is needed through cultural change

正解：D

解説：
CBCI 7.0 explicitly covers "the difference between embracing and embedding business continuity." In BCI's messaging around GPG 7.0, the change to "embracing" reflects a shift from a compliance-heavy mindset toward building understanding, belief, and culture, so people know why BC matters and behave accordingly.
Option A best captures this: "embedding" is commonly associated with making BC part of routines through processes and requirements (often interpreted as compliance enforcement), while "embracing" focuses on the cultural and behavioural commitment that makes BC sustainable and meaningful.
Options B-D misstate ownership and maturity. Embracing is not only an operational-team activity; it needs leadership sponsorship and organization-wide participation. It is also relevant at any maturity level, and it is not fundamentally about mandating strict discipline-rather it is about creating shared understanding and engagement.

質問 # 44
Which of the following actions will lead to the protection of priority activities with respect to their Recovery Time Objectives (RTOs) and will limit the impacts of disruptions to prioritised activities?

A. Conducting an Activity Business Impact Analysis (BIA)
B. Conducting a risk assessment
C. Creating a set of approved strategies and solutions to mitigate unacceptable risks and single points of failure
D. Grouping unacceptable risks and single points of failure by owner and having discussions with each activity and resource owner

正解：C

解説：
Protecting priority activities and meeting their RTOs involves developing and implementing effective strategies and solutions that address unacceptable risks and single points of failure. The CBCI 7.0 course explains that after identifying risks and critical points, creating approved and actionable mitigation strategies is essential to limit disruption impacts and ensure recovery within targeted timeframes. While risk assessments and BIAs inform these strategies, it is the actual development and approval of solutions that directly safeguard continuity. Grouping risks by owner is part of the process but does not itself provide protection.

質問 # 45
In relation to Solutions Design, a gap analysis is used to determine whether:

A. Personnel are embracing Business Continuity sufficiently well to deliver Business Continuity requirements
B. The organization is performing at its optimum financial level
C. The results of an external audit are justified in terms of internal evidence of Business Continuity achievements
D. New strategies and solutions are in order to meet Business Continuity requirements

正解：D

解説：
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.

質問 # 46
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