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BCI CBCI Exam Syllabus Topics:

Topic	Details
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	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.
Topic 4	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 5	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.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q96-Q101):

NEW QUESTION # 96
A strategic plan:

A. Should identify viable options to coordinate efforts of the operational teams
B. Should contain procedures for responding to emergencies, including threats to life, or the environment
C. May be supported by a separate crisis communications plan
D. May contain procedures for coordinating the transportation of personnel to alternate facilities

Answer: C

Explanation:
Strategic plans set the overarching framework and objectives for Business Continuity and are often supported by separate tactical or crisis communication plans tailored to communication needs during disruptions. The CBCI 7.0 course clarifies that while strategic plans guide overall responses, detailed emergency procedures and logistics coordination typically reside in operational or tactical plans, ensuring clarity and focus at different planning levels.

NEW QUESTION # 97
Which of the following statements best describes the relationship between Business Continuity strategies and solutions?

A. Strategies align to the direction set out in the Business Continuity policy whilst solutions address the outlined objectives in the Business Continuity Management System (BCMS)
B. Strategies focus on the methods and procedures for business as usual activities whereas solutions focus on the treatments and actions to minimize risks
C. Strategies are based on the outcomes of the Business Impact Analysis (BIA) whereas solutions are based on the outcomes of the risk assessment
D. Strategies are high-level approaches for meeting the organization's Business Continuity requirements whereas solutions detail how the strategies will be implemented

Answer: D

Explanation:
According to CBCI 7.0,strategies represent the high-level approachesthat define how the organization will maintain or recover critical operations, aligned with Business Continuity requirements identified through BIAs and risk assessments. Solutions, on the other hand, are thespecific, detailed methods and resources deployed to implement these strategies effectively. Strategies set the direction, while solutions translate these into practical capabilities such as alternate site arrangements, backup systems, or communication plans.
Distinguishing strategies from solutions clarifies planning and execution responsibilities within the BCMS.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design, pages 88-90.

NEW QUESTION # 98
Which of the following is NOT correct in relation to plans for returning to business as usual (BAU)?

A. It details the specific requirements and procedures that should be applied in all situations.
B. It provides a general outline for returning to BAU in various situations that can be further developed during a disruption.
C. It should be regularly reviewed and included in training and exercises.
D. It demonstrates that the organization understands what is required to prepare for a return to BAU.

Answer: A

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 # 99
Which of the following statements about the methods used to collect information following an exercise is correct?

A. Only senior level exercise participants should provide opinions during the debrief
B. One-on-one interviews with all exercise participants should be conducted within one month following the exercise
C. Surveys are especially effective if an exercise and its participants are spread out over multiple locations
D. A hot debrief should be conducted within one month after the conclusion of an exercise

Answer: C

Explanation:
Surveys are a practical and efficient way to collect feedback from participants who may be geographically dispersed or involved in staggered exercise sessions. The CBCI 7.0 course emphasizes that surveys enable broad participation and timely input collection, which can be crucial when participants cannot all meet in person or at the same time. Hot debriefs are typically immediate post-exercise discussions, not extended over a month. One-on-one interviews and limiting input to senior personnel restrict breadth and may delay feedback.

NEW QUESTION # 100
Which of the following describes an operational plan?

A. Detailed information on any processes that have not been risk assessed by the organization and therefore present an increased risk
B. Documented procedures that are still in draft form as they have not yet been tested via exercises or actual incidents
C. Pre-prepared information to facilitate the coordination of response activities when several different operational teams are involved
D. Documented plans to protect people and property while supporting the recovery of the organization's prioritised activities

Answer: D

Explanation:
Operational plans sit within Enabling Solutions (PP5) and are designed to support the continuity and recovery of prioritised activities at the departmental or specialist-service level (e.g., facilities, ICT, logistics), from the beginning of an incident through recovery and return to normal. They translate agreed continuity solutions and resource requirements into actionable procedures for operational teams.
Option A is the best description because it captures the operational intent: protect people/property (immediate operational control and safety) while enabling recovery of prioritised activities and services. Option D is closer to what BCI guidance describes as a tactical plan outcome-a coordination framework between strategic and operational teams-rather than an operational plan itself.
Option B confuses plan status (draft/untested) with plan type; an operational plan can be draft or validated, but that does not define it. Option C is about risk documentation, not operational recovery planning. Operational plans are therefore best represented by A.

NEW QUESTION # 101
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