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BCI CBCI Exam Syllabus Topics:

SectionObjectives
Topic 1: Exercising, Maintenance and Review- Validation and continuous improvement
  • 1. Testing and exercise types
    • 2. Audit and review processes
      Topic 2: Risk Assessment and Business Continuity Strategies- Risk identification and evaluation
      • 1. Mitigation strategies
        • 2. Continuity strategy selection
          Topic 3: Business Impact Analysis (BIA)- Impact assessment and recovery requirements
          • 1. Identification of critical activities
            • 2. Recovery Time Objectives (RTO) and Recovery Point Objectives (RPO)
              Topic 4: Business Continuity Plan Development and Implementation- Plan design and structure
              • 1. Response structure and incident management
                • 2. Documentation and plan maintenance
                  Topic 5: BCM Policy and Programme Management- Governance and programme structure
                  • 1. Roles, responsibilities, and accountability
                    • 2. Policy development and lifecycle
                      Topic 6: Business Continuity Management (BCM) Principles- Introduction to BCM
                      • 1. Purpose and benefits of BCM
                        • 2. Key BCM terminology and concepts

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                          BCI Certificate of the Business Continuity Institute (CBCI) 認定 CBCI 試験問題 (Q16-Q21):

                          質問 # 16
                          When developing a new response structure, how should the Business Continuity professional proceed where a pre-existing structure is already in place?

                          正解：C

                          解説：
                          The CBCI 7.0 course recommends a pragmatic approach where existing teams and roles are evaluated and, where appropriate, integrated into the new response structure. This ensures continuity, leverages existing expertise, and minimizes disruption. Providing training helps align personnel with new expectations and structures, supporting a smooth transition. Immediate disbanding risks loss of knowledge and confusion, while uncritical adoption or automatic promotion can entrench outdated practices or create governance challenges. Careful assessment and deliberate integration preserve organizational memory while enabling improvement.
                          Reference:CBCI 7.0 Study Guide, Module 2: Response Structures and Governance, pages 78-81.


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

                          正解：A

                          解説：
                          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.


                          質問 # 18
                          Which of the following statements describes a good practice Business Continuity (BC) culture?

                          正解：D

                          解説：
                          CBCI 7.0 reflects the GPG 7.0 emphasis that business continuity culture is not achieved by "mandating and enforcing compliance" alone; it is achieved when BC becomes understood, valued, and practiced across the organization. A "good practice" BC culture therefore looks like shared understanding and broad participation-people know why BC matters, understand their roles, and actively contribute to readiness and resilience. That matches option C.
                          Option A describes compliance without ownership, which is weaker and often fragile under stress. Option B incorrectly centralizes BC into the BC team; good practice requires distributed ownership (leaders and staff) rather than the BC function "doing it all." Option D is also incorrect because top management involvement remains essential (leadership sets direction, provides resources, and reinforces expectations); a mature culture does not remove leadership accountability-it strengthens organization-wide engagement with leadership support. The GPG's cultural focus is about enabling the organization to improve BC culture intentionally and make BC part of "how we operate," not a specialist-only activity.


                          質問 # 19
                          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?

                          正解：D

                          解説：
                          The CBCI 7.0 course identifies gaining an understanding of the organization's culture as 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.


                          質問 # 20
                          Which of the following is a benefit of conducting an exercise?

                          正解：A

                          解説：
                          The CBCI 7.0 course details that one of the primary benefits of conducting Business Continuity exercises is to confirm that personnel understand their roles and the authority they possess during an incident. Exercises simulate actual disruption scenarios, allowing participants to practice decision-making, communication, and coordination within their roles. This hands-on engagement reveals gaps in knowledge, clarifies responsibilities, and builds confidence, which are crucial for effective incident management. While exercises contribute to validating BCMS processes and improving task integration, their immediate operational benefit is ensuring personnel readiness and role familiarity. Understanding the BIA requirements or regulatory compliance are indirect benefits but not the core purpose of exercises. Exercises also reinforce the practical application of plans, helping teams to respond efficiently under pressure.


                          質問 # 21
                          ......

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