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| Certification Vendor: | Business Continuity Institute (BCI) |
|---|---|
| Exam Name: | Certificate of the Business Continuity Institute (CBCI) |
| Exam Number: | CBCI |
| Passing Score: | 70% (63 out of 90 questions) |
| Exam Price: | USD 475 |
| Related Certifications: | CBCI |
| Available Languages: | English |
| Exam Duration: | 90 minutes |
| Exam Format: | Multiple-choice |
| Real Exam Qty: | 90 |
| Sample Questions: | BCI CBCI Sample Questions |
| Exam Way: | Online, proctored |
| Pre Condition: | Candidates are encouraged to attend the CBCI training course before sitting the exam. |
| Official Syllabus URL: | https://www.thebci.org/certification-training/cbci-exam.html |
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NEW QUESTION # 11
When implementing solutions, the Business Continuity (BC) professional should:
Answer: B
Explanation:
In CBCI 7.0, Enabling Solutions (PP5) focuses on implementing the agreed solutions produced in Solutions Design (PP4) and ensuring those solutions can be deployed through the response structure and BC plans. The GPG 7.0 Lite explains that once solutions have been specified and approved (PP4), they must be implemented before they can be deployed, and then supported by response structures and plans. Crucially, validation later confirms that implemented solutions work according to the agreed specifications. That means implementation must align to what was designed and approved-otherwise the organization risks implementing something that does not meet recovery requirements (e.g., RTOs, minimum capacity, dependency assumptions) and will likely fail validation or real incident use. Options A and B misunderstand governance: internal audit doesn't "approve schedules" as a prerequisite, and the BC professional does not implement everything alone. Option D can undermine control; changes should be managed through governance/change control, not ad-hoc adjustment.
NEW QUESTION # 12
In your role as a Business Continuity (BC) professional you have submitted your company's first gap analysis to top management for their review and approval. The response is a decision not to address some gaps even though you had recommended some new strategies and solutions. The best course of action is to:
Answer: C
Explanation:
Within CBCI 7.0 (aligned to the BCI GPG 7.0 model), Solutions Design is where strategies are selected that best meet the organization's continuity requirements while remaining viable and proportionate. Crucially, the outcomes of analysis (BIA/RA and any resulting gap picture) are used to highlight "gaps for top management to address or accept." If top management decides not to fully close certain gaps, the BC professional should treat this as a governance decision (risk/impact acceptance) and then work constructively to refine options that improve resilience within the constraints set by management. Recommending adjusted strategies and solutions (option B) supports continual improvement without ignoring leadership's decision, and it keeps momentum by delivering partial risk reduction and capability uplift where feasible.
Option A may be appropriate if the decision appears uninformed, but it does not directly move the BCMS forward. Option C is only one possible input to adjustment (cost is not the only constraint). Option D misplaces the timing-validation tests what exists; it is not the stage to "re-pitch" unapproved solutions.
NEW QUESTION # 13
Which one of the following is a feature of an effective Business Continuity (BC) policy?
Answer: C
Explanation:
An effective BC policy is a high-level statement of intent and direction, formally expressed and endorsed by top management. Its effectiveness depends on visible leadership commitment-because leadership is responsible for ensuring the policy aligns with the organization's strategic direction, is communicated, resourced, and kept under review for suitability. In BCI guidance, establishing the business continuity policy specifically requires top management action, support, and commitment, with governance to maintain and improve the policy over time.
Option A best reflects this core characteristic: top management commitment and continual improvement. The other options describe items that are typically handled in plans or supporting documents (e.g., incident management plan details, budget specifics, supplier constraints, or exercise lessons learned). Those elements may inform the BCMS, but they do not define what a BC policy is. The policy sets the framework and expectations; detailed procedures, constraints, and exercise learnings are managed elsewhere within the BCMS lifecycle.
NEW QUESTION # 14
In order to enable Business Continuity solutions, it is necessary to:
Answer: C
Explanation:
The CBCI 7.0 course emphasizes thatestablishing and implementing a strategy aligned with business objectivesis fundamental to enabling Business Continuity solutions. Business Continuity solutions must not only be technically sound but also directly support the organization's goals and priorities. Alignment ensures that continuity efforts contribute meaningfully to sustaining critical operations and delivering value during and after disruptions. This strategic approach drives resource allocation, prioritizes recovery efforts, and integrates continuity planning into broader organizational frameworks. While gap analyses, guidance documents, and policy reviews support solution enablement, without strategic alignment solutions risk being disconnected from business needs and may fail to gain management support or achieve desired outcomes.
Reference:CBCI 7.0 Study Guide, Module 5: Enabling and Implementing Solutions, pages 98-101.
NEW QUESTION # 15
When carrying out the Business Impact Analysis (BIA) process, the Business Continuity professional should use a consistent approach to determine priorities of products, services, and activities. Which of the following is a method that could be used?
Answer: A
Explanation:
The CBCI 7.0 course details that usingpre-defined impact thresholdsis an effective and consistent method for prioritizing products, services, and activities during a BIA. These thresholds establish clear criteria for impact levels across various categories, such as financial loss, reputational damage, and regulatory consequences. By applying standardized thresholds, organizations can objectively assess and compare the criticality of different business functions, ensuring that prioritization aligns with organizational risk appetite and strategic objectives. This approach promotes consistency, transparency, and repeatability in BIA processes. While risk matrices and gap analyses are useful tools in risk management, pre-defined impact thresholds directly guide priority-setting within BIAs.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 46-48.
NEW QUESTION # 16
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