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BCI CBCI Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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 3	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.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q121-Q126):

NEW QUESTION # 121
When developing solutions for people strategies, solutions to recover activities with a short Recovery Time Objective (RTO) requiring redeployment of personnel should be supported by:

A. The development of training material including all relevant information and procedures so that this can be made available when required
B. Recruitment of additional personnel so that the organization always has access to surplus staff in case of an incident occurring
C. Induction and training by an operational manager at the time when the disruption is underway so that individuals can build understanding and confidence prior to commencing the allocated tasks
D. Links to social media so the organization can run an extensive recruitment campaign both inside and outside the organization if a disruptive event occurs

Answer: A

Explanation:
Short RTOs necessitate rapid recovery actions that often require personnel to perform tasks they may not usually undertake. The CBCI 7.0 course outlines that providing accessible, comprehensive training materials in advance ensures personnel can quickly familiarize themselves with necessary procedures during a disruption. This proactive preparation supports redeployment without delay, building confidence and reducing errors. While recruitment and on-the-fly training are options, relying on real-time induction is risky and can delay recovery. Social media recruitment is impractical during crises due to time constraints. Preparedness through training material is key for agility.

NEW QUESTION # 122
A technique that the Business Continuity (BC) professional could use to help improve an organization's BC culture is:

A. Increase the frequency and number of audits to ensure that all business areas comply with the Business Continuity (BC) policy
B. Build and strengthen relationships with interested parties and get everyone to work towards a common goal
C. Conduct Business Impact Analysis (BIA) workshops with senior management
D. Make it mandatory for all personnel to attend Business Continuity (BC) exercises

Answer: B

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 # 123
What should an organization do when it does not yet have fully developed Business Continuity (BC) solutions, response structures, and Business Continuity plans in place?

A. Implement a "go to" strategy and acquire the required resources, equipment, and services when disruption occurs
B. Develop and implement an interim crisis management plan
C. Outsource the response to a Business Continuity service provider when a crisis or disruption occurs
D. Conduct an initial Business Impact Analysis (BIA)

Answer: B

Explanation:
When an organization lacks fully developed BC solutions, response structures, or plans, the CBCI 7.0 course recommends the immediate development and implementation of aninterim crisis management plan. This plan serves as a temporary framework to manage disruptions while the comprehensive BCMS is being established. An interim plan prioritizes rapid response capability, outlining essential roles, responsibilities, and immediate actions to stabilize incidents. Conducting a BIA is important but follows initial crisis preparedness. Outsourcing or reactive procurement of resources without a foundational plan risks ad hoc responses and inefficiency. Establishing an interim plan ensures the organization is not unprepared during the transition towards a mature BCMS.
Reference:CBCI 7.0 Study Guide, Module 1: Establishing the BCMS, pages 20-24.

NEW QUESTION # 124
Which of the following is a possible outcome of a gap analysis to establish whether new strategies and solutions are required?

A. A determination that Business Continuity capabilities exceed requirements and resources could be redistributed
B. A schedule for sharing the outcomes with all personnel to invite their comments and encourage them to embrace Business Continuity
C. Agreement from top management that a Business Impact Analysis (BIA) should be completed to determine the new procedures required
D. Validation exercises to confirm the findings of the gap analysis that can be presented to top management as part of the decision-making process

Answer: A

Explanation:
A gap analysis identifies discrepancies between current capabilities and required Business Continuity needs. The CBCI 7.0 course explains that outcomes may reveal that the organization's existing capabilities exceed what is necessary, offering opportunities to redistribute resources or adjust investments. This insight helps optimize resource allocation and improve efficiency. While validation exercises and communication plans are important subsequent steps, the immediate and tangible result of a gap analysis can include the reassessment of capability adequacy.

NEW QUESTION # 125
Following the completion of the Analysis stage of the Business Continuity Management System (BCMS), the next stage would be to:

A. Conduct a risk assessment on prioritised activities.
B. Develop the operational plans.
C. Identify strategies and solutions for resuming business operations.
D. Establish governance for the BCMS.

Answer: C

Explanation:
In the GPG 7.0 structure used by CBCI 7.0, Analysis (PP3) covers the Business Impact Analysis (BIA) and Risk Assessment, producing requirements such as priorities, resource needs, and recovery targets. Once those requirements are understood, the next step is Solutions Design (PP4)-selecting and designing strategies and solutions that can meet the recovery requirements (e.g., meeting RTOs, securing resources, reducing single points of failure).
That sequencing is why option B is correct: after analysis, you identify strategies and solutions for resuming/continuing operations. Option A (governance) is established earlier as part of setting up the BCMS framework. Option C is part of the analysis stage itself, not the next stage. Option D (operational plans) aligns more with Enabling Solutions (PP5), where solutions are implemented and supported by response structures and plans.

NEW QUESTION # 126
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