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| Section | Weight | Objectives |
|---|---|---|
| Validation | ~16.7% | - Testing and Exercising Plans - Maintenance and Updating of Arrangements - Review and Continuous Improvement |
| Implementation | ~16.7% | - Establishing Incident Response Structures - Deploying and Maintaining Resources - Developing Plans and Procedures |
| Analysis | ~16.7% | - Risk Assessment and Evaluation - Business Impact Analysis (BIA) - Determining Critical Functions and Dependencies |
| Policy and Programme Management | ~16.7% | - Governance and Programme Structure - Resource Management and Stakeholder Engagement - Establishing Business Continuity Policy |
| Design | ~16.7% | - Designing Response and Recovery Arrangements - Defining Recovery Objectives and Requirements - Developing Continuity Strategies |
| Embedding Business Continuity | ~16.7% | - Documentation and Record Keeping - Training and Awareness - Integration into Organizational Culture |
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NEW QUESTION # 149
Which of the following statements best describes the relationship between Business Continuity strategies and solutions?
Answer: C
Explanation:
According to CBCI 7.0, strategies represent the high-level approaches that 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 the specific, 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.
NEW QUESTION # 150
Which of the following approaches should be taken when developing solutions and allocating financial resources?
Answer: B
Explanation:
Solutions Design (PP4) uses BC requirements from Analysis (PP3)-including RTOs and minimum acceptable capacity-to decide which strategies and solutions must be implemented first and where investment provides the most protection to priority delivery. An urgent/short RTO means the organization has very limited time before impacts become unacceptable; therefore, solutions supporting those activities typically require earlier funding and stronger capability (e.g., automation, replication, standby arrangements, pre-positioned resources). Prioritising spend against the most urgent RTOs is a direct, requirement-led approach and aligns investment to what the organization must recover fastest to survive disruption.
Option B is poor practice: not all strategies carry equal criticality-some protect essential delivery while others are "nice to have." Option C can create inconsistent priorities across departments and undermine enterprise-wide optimization; owners contribute, but prioritisation must be governed centrally against agreed requirements. Option D focuses on cost rather than necessity; "cheap" solutions may fail to meet recovery requirements. Therefore, the correct approach is A: prioritize solutions for the shortest and most urgent RTOs.
NEW QUESTION # 151
Where social media is a key element in an organization's communications response strategy, it is important for the organization to:
Answer: C
Explanation:
The CBCI 7.0 course highlights that an effective social media strategy requiresestablishing and nurturing a following before incidents occur. A pre-existing audience ensures messages disseminated during disruptions reach stakeholders promptly and credibly. While empowering staff to engage may lead to inconsistent messaging and risks, centralized management ensures accuracy and control. Recording engagement can be useful but is secondary. Limiting social media to one-way communications may reduce interaction but safeguards message consistency. Building presence early is foundational to effective crisis communications.
Reference:CBCI 7.0 Study Guide, Module 6: Crisis Communications, pages 110-114.
NEW QUESTION # 152
When coordinating a Business Continuity Management System (BCMS), a steering group should be established to oversee, advise and make recommendations as the BCMS is established. The steering group should comprise:
Answer: B
Explanation:
The CBCI 7.0 course emphasizes that an effective BCMS steering group must be multi-disciplinary, involving representatives from across the organization who understand different operational, financial, and strategic aspects. This diverse composition ensures that BCMS governance benefits from broad expertise and perspectives, enabling better decision-making and alignment with organizational objectives. Involving only Business Continuity professionals or top management limits insight, while external stakeholders like customers and suppliers, although valuable for input, are not typically part of the internal governance steering group. Multi-disciplinary teams enhance buy-in and help address continuity from all angles.
NEW QUESTION # 153
Which of the following is NOT an activity that is undertaken as part of the governance of the Business Continuity Management System (BCMS)?
Answer: D
Explanation:
BCMS governance is about direction, oversight, and control-setting expectations, monitoring whether the BCMS is effective, and ensuring it remains fit for purpose. The BCI GPG 7.0 (Lite) highlights that a BCMS must operate and maintain processes and response structures while monitoring and reviewing performance and effectiveness, and using qualitative/quantitative measures to drive continual improvement. Governance also includes ensuring the BCMS aligns with external obligations such as relevant legal and regulatory requirements, because non-compliance can create unacceptable impacts and can influence priorities and recovery requirements.
What governance does not do is "run the recovery work" itself. Carrying out specific operational activities (e.g., restoring systems, relocating teams, executing step-by-step recovery tasks) is the role of operational teams and plan owners under the response structure, not BCMS governance. Governance ensures those operational capabilities exist, are resourced, and are validated-but it does not execute them day-to-day. Therefore, option A is the activity that is not part of governance, while options B, C, and D are core governance responsibilities.
NEW QUESTION # 154
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