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BCI CBCI Exam Syllabus Topics:

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

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Realistic Exam CBCI Tutorials - Certificate of the Business Continuity Institute (CBCI) 100% Pass Quiz

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q114-Q119):

NEW QUESTION # 114
An outcome of the Solutions Design process is:

A. Strategies and solutions that lead to financial savings due to the reduction in personnel engaged in operational activities
B. Business Continuity strategies and solutions that remain cost effective in terms of implementation and operational investment
C. Arrangements that protect the organization from negative publicity during business as usual operations
D. Assurance that all personnel have high levels of occupational competence in their job roles

Answer: B

Explanation:
Solutions Design aims to develop strategies and solutions that effectively address Business Continuity requirements while balancing cost and practicality. The CBCI 7.0 course emphasizes that sustainable, cost-effective solutions ensure continuity measures are viable long-term and do not impose unnecessary financial burdens. Protecting reputation, reducing staff, or occupational competence, while important, are secondary or indirect outcomes. The focus remains on practical, affordable solutions.

NEW QUESTION # 115
Which of the following will determine the way that an organization uses Business Impact Analysis (BIA)?

A. The outcomes of exercises testing existing BC plans
B. Feedback from risk management professionals
C. The size, complexity and type of organization
D. Consultation with internal and external stakeholders on their views of priorities and risks

Answer: C

Explanation:
In CBCI 7.0 / GPG 7.0, BIA is a core Analysis technique, but it is not "one size fits all." The depth, method, and tooling used for BIA are determined primarily by the organization's size, complexity, and type, because these factors dictate how products/services are delivered, how many activities and dependencies exist, how centralized or distributed operations are, and how much formalization is needed to produce consistent outputs. The BCI GPG Lite explicitly notes that implementation should suit "organizational size and complexity," which directly applies to how BIA is performed (e.g., workshops vs. questionnaires, single-layer vs. multi-layer BIA, degree of consolidation, number of stakeholder groups involved). (thebci.org) Stakeholder consultation (A) provides valuable input but doesn't "determine the way" BIA is used as strongly as organizational characteristics do. Exercise outcomes (C) inform validation and improvements, not the fundamental BIA approach. Risk management feedback (D) can help align approaches, but BIA design is primarily shaped by organizational structure and complexity. Therefore, B is correct.

NEW QUESTION # 116
In order to make it easier to manage risk, complexity and cost when establishing a Business Continuity Management System (BCMS), the initial scope of the BCMS should:

A. Be limited to information technology disaster recovery plans
B. Include as many of the organization's products and services as possible
C. Focus on crisis management
D. Be limited to specific high-value areas of the organization

Answer: D

Explanation:
The CBCI 7.0 course advises that when establishing a BCMS, an initial focused scope limited to high-value or critical parts of the organization is practical to manage complexity and costs effectively. This allows targeted efforts on areas that pose the greatest risks or have the most significant impact on continuity. Over time, the scope can be expanded as maturity develops. Including everything initially or focusing only on IT disaster recovery limits effectiveness or overcomplicates early efforts, respectively. Crisis management is part of BCMS but not the sole focus of the initial scope.

NEW QUESTION # 117
Which of the following would NOT be considered as part of the process to develop a Product and Services Business Impact Analysis (BIA)?

A. Lessons learned from past disruptions and exercises
B. Contractual requirements, including penalties for failure to deliver products and/or services
C. Annual training and performance management arrangements
D. Objectives and strategic direction of the organization

Answer: C

Explanation:
A Product and Services BIA is used to understand what the organization delivers, the impacts over time if those deliveries are disrupted, and therefore what must be prioritised for continuity and recovery. To do that, it is appropriate to consider contractual requirements and penalties (A), because contractual failure is a common driver of "unacceptable impact" and can influence recovery priorities. It is also appropriate to consider the organization's objectives and strategic direction (B), because continuity priorities should support what leadership is trying to achieve and protect. Finally, lessons learned from past disruptions and exercises (D) can improve the accuracy of impact assumptions and highlight real-world vulnerabilities that affect products/services.
By contrast, annual training and performance management arrangements (C) are part of competence/culture enablement and governance activities, not the core inputs needed to analyse product/service impacts and prioritisation within a Product & Services BIA. The BIA is primarily an impact-and-priority technique; training/performance processes may support BC capability, but they do not determine product/service impact over time.

NEW QUESTION # 118
Establishing governance arrangements for a Business Continuity Management System (BCMS) is essential in order to:

A. Commission research into approaches taken by organizations
B. Ensure that there is ongoing commitment across all organizational functions and levels
C. Develop a project risk register and carry out appropriate risk assessments in the workplace
D. Enable the Business Continuity professional to establish their authority and issue instructions on the actions that need to be taken

Answer: B

Explanation:
The CBCI 7.0 course stresses that governance arrangements are key to securingongoing commitment and support across all levels and functionswithin an organization. Effective governance structures facilitate leadership involvement, resource allocation, decision-making, and accountability, which are crucial for embedding Business Continuity. While project risk registers and research are valuable tools, and authority is necessary, governance's primary function is to maintain organization-wide engagement and alignment, ensuring the BCMS is sustained and evolves with business needs.
Reference:CBCI 7.0 Study Guide, Module 1: Governance, pages 22-25.

NEW QUESTION # 119
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