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BCI CBCI Exam Overview:

Certification Vendor:Business Continuity Institute (BCI)
Exam Name:Certificate of the Business Continuity Institute (CBCI) Examination
Exam Number:CBCI
Real Exam Qty:120 multiple-choice questions
Certificate Validity Period:3 years
Passing Score:65%
Exam Duration:120 minutes
Available Languages:English
Exam Price:Varies by region and training provider (typically around GBP £400–£600 equivalent)
Related Certifications:MBCI (Member of the Business Continuity Institute)
CBCI Certification Course (training pathway)
Exam Format:Multiple-choice questions, Computer-based exam
Recommended Training:BCI CBCI Certification Training Course
Business Continuity Good Practice Guidelines (GPG)
Exam Registration:BCI Training and CBCI Course Information
Business Continuity Institute Official Certification Page
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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BCI CBCI Exam Syllabus Topics:

TopicDetails
Topic 1
  • Analysis This module dives into the analytical stage, focusing on tools such as Business Impact Analysis (BIA) and risk assessment to identify critical functions and vulnerabilities—essential for understanding what the organization must protect and why.
Topic 2
  • 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.
Topic 3
  • Validation: This final module emphasizes testing and verifying the effectiveness of implemented plans through exercises and reviews—ensuring that what was designed and implemented actually performs as intended under real-world conditions.
Topic 4
  • 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 5
  • 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.

BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q53-Q58):

NEW QUESTION # 53
Which of the following is NOT an activity that is undertaken as part of the governance of the Business Continuity Management System (BCMS)?

Answer: C

Explanation:
BCMS governance is about direction, oversight, and control-setting expectations, monitoring whether the BCMS is effective, and ensuring it remains fit for purpose. The BCI GPG 7.0 (Lite) highlights that a BCMS must operate and maintain processes and response structures while monitoring and reviewing performance and effectiveness, and using qualitative/quantitative measures to drive continual improvement. Governance also includes ensuring the BCMS aligns with external obligations such as relevant legal and regulatory requirements, because non-compliance can create unacceptable impacts and can influence priorities and recovery requirements.
What governance does not do is "run the recovery work" itself. Carrying out specific operational activities (e.g., restoring systems, relocating teams, executing step-by-step recovery tasks) is the role of operational teams and plan owners under the response structure, not BCMS governance. Governance ensures those operational capabilities exist, are resourced, and are validated-but it does not execute them day-to-day. Therefore, option A is the activity that is not part of governance, while options B, C, and D are core governance responsibilities.


NEW QUESTION # 54
Which of the following could the Business Continuity professional use to explain how embracing Business Continuity could add value to the organization?

Answer: B

Explanation:
The CBCI 7.0 course stresses thatembracing Business Continuity adds value primarily by enhancing organizational resilience, which translates into a competitive advantage. Being able to maintain operations during disruptions preserves customer confidence, safeguards revenue, and protects reputation. While improved health and safety and conflict resolution are indirect benefits, they are not the primary value drivers.
Delegating responsibilities effectively supports continuity but does not capture the strategic benefit.
Communicating resilience as a competitive edge helps secure leadership buy-in and resource allocation for continuity initiatives.
Reference:CBCI 7.0 Study Guide, Module 4: Business Continuity Culture and Value, pages 66-69.


NEW QUESTION # 55
A technique that the Business Continuity (BC) professional could use to help improve an organization's BC culture is:

Answer: C

Explanation:
In CBCI 7.0 (aligned with BCI GPG 7.0), Embracing Business Continuity (PP2) is a shift away from "mandating and enforcing compliance" toward building understanding, ownership, and sustained engagement across the organization. A practical technique for improving culture is therefore relationship-driven: building trust with stakeholders, aligning on why BC matters, and helping people work toward shared outcomes (protecting purpose, products/services, and those who depend on them).
Option A matches this intent because culture change happens through influence, collaboration, and common goals-not through policing. By contrast, option C (more audits) often reinforces compliance behaviour rather than genuine ownership (and PP2 explicitly warns against relying on compliance enforcement as the core cultural lever). Option D ("mandatory" exercises for all) is neither targeted nor practical; exercises should involve those with roles relevant to the scenario. Option B (BIA workshops) is useful for analysis but is not, by itself, the primary culture-improvement technique described by PP2.


NEW QUESTION # 56
The purpose of an external audit of the Business Continuity Management System (BCMS) is to:

Answer: B

Explanation:
External audits provide independent verification that the BCMS complies with relevant standards, policies, and regulatory requirements. The CBCI 7.0 course clarifies that audits assess the design, implementation, and effectiveness of Business Continuity processes and controls to assure stakeholders that the system functions as intended. The audit does not specifically test operational readiness or management performance but focuses on conformance and control integrity, enabling informed decision-making about system improvements.
Reference:CBCI 7.0 Study Guide, Module 6: Audit and Review, pages 135-138.


NEW QUESTION # 57
Which of the following factors affects the way in which an organization selects and combines the different types of Business Impact Analysis (BIA)?

Answer: B

Explanation:
The CBCI 7.0 course explains that the scope of the BCMS is the primary factor influencing the selection and combination of BIA types (e.g., activity, product, or process BIAs). The scope defines which organizational units, activities, and resources are covered, thereby guiding the level and focus of impact analysis. While risk assessments, gap analyses, and stakeholder consultations inform aspects of BCMS development, they do not determine the BIA methodology as directly as the defined scope. Aligning BIAs to scope ensures consistency and resource-effective analysis.


NEW QUESTION # 58
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