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| Certification Vendor: | The Business Continuity Institute (BCI) |
|---|---|
| Exam Name: | Certificate of the Business Continuity Institute Exam |
| Exam Number: | CBCI |
| Real Exam Qty: | 90 |
| Exam Format: | Closed-book, Multiple-choice questions, Online proctored |
| Available Languages: | French, English, German, Spanish |
| Exam Duration: | 90 minutes |
| Certificate Validity Period: | 3 years |
| Exam Price: | £1280.00 / US$2350–2750 / €2000–2360 |
| Passing Score: | 63/90 (70%) |
| Related Certifications: | BCI Certified Business Continuity Professional (CBCP) BCI Fellow (FBCI) |
| Recommended Training: | CBCI 6-Week Online Course CBCI Self-Study Bundle |
| Exam Registration: | BCI Official Shop |
| Sample Questions: | BCI CBCI Sample Questions |
| Exam Way: | Online, remote proctored; available worldwide |
| Pre Condition: | Completion of official CBCI Certification Course (online or via licensed training partner); no prior experience required |
| Official Syllabus URL: | https://www.thebci.org/certification-training/cbci-exam.html |
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NEW QUESTION # 19
In relation to the roles and responsibilities that need to be undertaken to ensure the Business Impact Analysis (BIA) process meets its purpose, which of the following would be responsible for preparing, planning, managing, delivering and ensuring consistency throughout the BIA process?
Answer: B
Explanation:
In CBCI 7.0, PP3 - Analysis introduces the BIA as a core technique used to estimate impacts over time and determine recovery priorities and resource requirements. Because BIA must be repeatable and comparable across the organization, it requires strong coordination, clear methodology, and consistent language. The BCI's PP3 overview notes a key emphasis on making BIA practical and ensuring consistent language and messaging, with clearly defined stakeholder roles and responsibilities.
That coordination responsibility sits with the Business Continuity Professional (or BCMS lead) who prepares the approach, plans the work, manages stakeholders, delivers facilitation and consolidation, and ensures consistent application of definitions (e.g., products/services, prioritised activities, MTPD/RTO) and outputs for decision-making.
An Activity Owner typically provides the subject-matter detail for their activity (dependencies, impacts, minimum resources) but does not usually design or manage the enterprise-wide BIA process. A Risk Assessment Professional may support risk analysis, but BIA is distinct and focuses on impact/priority and continuity requirements. Top management sponsors, sets direction, and approves outcomes, but does not normally run the end-to-end BIA production process.
NEW QUESTION # 20
Why is it important to use a warning or code word such as "exercise only" when providing communication injects during an exercise?
Answer: A
Explanation:
In BC validation and exercising, "injects" are simulated messages used to drive decisions and actions. Using a clear code word (e.g., "For exercise" / "Exercise only") is essential to prevent simulated information being mistaken for a real incident notification-especially when exercise communications travel through normal channels (phone, radio, email, chat). This protects people, avoids unnecessary escalation, and prevents operational disruption caused by staff believing a real emergency is underway. Exercise guidance commonly defines "For Exercise" as a preamble meaning the message relates to the exercise only and "is not to be confused with real activity," and recommends prefixing simulated calls/messages accordingly.
Therefore, option A is correct.
Option B (confidentiality) is not the main purpose of the code word; confidentiality is handled through exercise ground rules and distribution controls. Option C is not what the code word signifies. Option D is the opposite of the intent-while participants should act realistically within the exercise play, the code word ensures everyone understands the scenario is simulated, preventing real-world misinterpretation and unintended consequences.
NEW QUESTION # 21
Business as usual (BAU) plans document processes for restoring an organization to its original state and should:
Answer: C
Explanation:
Business as usual (BAU) plans are designed to restore normal operational conditions after a disruption, often returning systems and processes to pre-incident states. The CBCI 7.0 course underlines that these plans must consider new vulnerabilities that may arise as a result of the disruption's impact on resources or operational environments. Incidents can introduce changes such as weakened controls, damaged infrastructure, or altered workflows, which must be addressed to prevent recurrence or new risks. While BAU plans should be prepared in advance, the focus is not just on resource availability or reversing recovery sequences but on understanding the dynamic context post-disruption. This approach ensures resilience not only in restoration but in strengthening the organization against future incidents.
NEW QUESTION # 22
Which of the following statements about the methods used to collect information following an exercise is correct?
Answer: A
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 # 23
Which of the following could the Business Continuity professional use to explain how embracing Business Continuity could add value to the organization?
Answer: C
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 # 24
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