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| Certification Vendor: | Business Continuity Institute (BCI) |
|---|---|
| Exam Name: | Certificate of the Business Continuity Institute (CBCI) Examination |
| Exam Number: | CBCI |
| Available Languages: | English |
| Passing Score: | 65% |
| Exam Duration: | 120 minutes |
| Real Exam Qty: | 120 multiple-choice questions |
| Related Certifications: | MBCI (Member of the Business Continuity Institute) CBCI Certification Course (training pathway) |
| Exam Price: | Varies by region and training provider (typically around GBP £400–£600 equivalent) |
| Certificate Validity Period: | 3 years |
| Exam Format: | Computer-based exam, Multiple-choice questions |
| Recommended Training: | Business Continuity Good Practice Guidelines (GPG) BCI CBCI Certification Training Course |
| 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 # 76
In relation to Business Continuity (BC) validation, where product or service delivery is outsourced, which of the following should be implemented?
Answer: A
Explanation:
CBCI 7.0 (via GPG 7.0) treats Validation (PP6) as confirming that the BCMS and its components can meet continuity objectives-including where dependencies sit outside the organization. When delivery is outsourced, validation must extend to supplier capability, because supplier failure can prevent the organization from meeting its own product/service commitments.
A practical good-practice control is to formalize expectations contractually through an SLA. In GPG 7.0 terminology, an SLA is an agreed commitment between provider and client that includes responsibilities and continuity capabilities. Requiring the supplier to carry out exercises (and share evidence/outputs) is a direct way to validate that continuity arrangements are not just documented but can be performed. This aligns with BCI guidance that SLAs/contractual terms should oblige suppliers to support your incident-time objectives and resilience requirements.
Option A is inappropriate because your organization generally cannot "own" and run a supplier's internal exercise programme; you can require and verify outcomes, but not assume their accountability. Option D is a common failure mode-outsourcing the service does not outsource your responsibility to manage continuity risk. Option B (replacement services) can be part of strategy, but it does not replace the need to validate the current supplier's continuity capability.
NEW QUESTION # 77
Which of the following is NOT correct in relation to plans for returning to business as usual (BAU)?
Answer: B
Explanation:
In CBCI 7.0's PP5 (Enabling Solutions), returning to BAU is treated as a managed transition from response/recovery arrangements back to normal operations. Good practice recognises that returning to the "original situation" may not be straightforward-sometimes the original state no longer exists (e.g., premises significantly damaged), so plans must be flexible and guide decisions rather than prescribe one rigid approach.
That is why statements A-C are consistent with good practice: a BAU return plan typically gives a general outline and prompts for how to transition, it demonstrates the organization understands the preparatory steps required (people, facilities, technology, suppliers, communications, handover/stand-down), and it should be maintained through review and exercised/trained so teams can execute it confidently.
Statement D is NOT correct because it implies one set of specific procedures applies in all situations. BC planning guidance emphasises that incidents differ and plans need to be adaptable; BAU transition is highly context-dependent (damage level, regulatory requirements, customer obligations, resource availability, safety constraints). A universal, "one-procedure-fits-all" approach is unlikely to remain valid across different disruptions and would reduce effectiveness.
NEW QUESTION # 78
In the context of transport and logistics resources being affected by an incident, which of the following would be a prerequisite for a Business Continuity (BC) solution that requires staff to use their own vehicles for company business requirements?
Answer: B
Explanation:
A continuity solution must be viable, lawful, and safe to execute during disruption. If a strategy requires staff to use their personal vehicles for business purposes, a key prerequisite is ensuring appropriate business-use insurance/cover is in place and verified-otherwise the organization and employee may face uninsured liability exposure and the solution may fail when needed. Guidance commonly notes that employers can require confirmation/evidence of business insurance when employees use their own vehicles for work, or arrange cover extensions where appropriate.
Option B is unnecessary and disproportionate to the stated solution (the strategy is "use staff vehicles," not "create a fleet"). Option C introduces uncontrolled dependency and liability by shifting operational responsibility to customers. Option D is unrealistic, likely inequitable, and not a practical prerequisite for continuity arrangements.
From a BCMS perspective, prerequisites like insurance, safety checks, driver authorization, and clear procedures enable the solution to be executed reliably under pressure-so A is the correct and most defensible prerequisite.
NEW QUESTION # 79
When implementing solutions so that they can be deployed to respond to disruption, the Business Continuity professional should:
Answer: D
Explanation:
According to the CBCI 7.0 course, collaborating with the teams who will use the solutions is vital for successful implementation. This cooperative approach ensures that practical considerations, system requirements, and user needs are incorporated early, facilitating smoother integration and operationalization. It also promotes ownership and readiness. Revising specifications alone or delegating implementation without collaboration can lead to misaligned outcomes. Empowering teams to unilaterally change specifications without oversight risks scope creep or misapplication. Structured collaboration balances control and flexibility, ensuring solutions meet both design intent and practical deployment realities.
NEW QUESTION # 80
Which of the following is a way to ensure that personnel remain committed to Business Continuity and to protecting the organization from the effects of disruption?
Answer: B
Explanation:
To foster commitment, Business Continuity must be embedded in the daily organizational culture, not merely treated as an administrative requirement or compliance exercise. The CBCI 7.0 course highlights that including Business Continuity topics in the introductions to meetings and events encourages ongoing dialogue and reinforces its importance. This practice nurtures a sense of shared responsibility and engagement, which is more effective than punitive measures or passive communication. Embedding Business Continuity in routine interactions helps personnel internalize its significance, promotes continual awareness, and strengthens their relationship with the organization's resilience goals. This proactive, inclusive approach ensures commitment is sustained over time, improving response effectiveness during disruptions.
NEW QUESTION # 81
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