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| Section | Objectives |
|---|---|
| Topic 1: BCM Policy and Programme Management | - Governance and programme structure
|
| Topic 2: Risk Assessment and Business Continuity Strategies | - Risk identification and evaluation
|
| Topic 3: Business Continuity Plan Development and Implementation | - Plan design and structure
|
| Topic 4: Business Impact Analysis (BIA) | - Impact assessment and recovery requirements
|
| Topic 5: Exercising, Maintenance and Review | - Validation and continuous improvement
|
| Topic 6: Business Continuity Management (BCM) Principles | - Introduction to BCM
|
It-PassportsのBCI CBCI問題集は専門家たちが数年間で過去のデータから分析して作成されて、試験にカバーする範囲は広くて、受験生の皆様のお金と時間を節約します。我々CBCI問題集の通過率は高いので、90％の合格率を保証します。あなたは弊社の高品質BCI CBCI試験資料を利用して、一回に試験に合格します。
質問 # 52
When deciding whether or not to include a product or service in the initial scope of the Business Continuity Management System (BCMS), which of the following would be considered?
正解：B
解説：
In CBCI 7.0 (aligned with BCI GPG 7.0), PP1 - Establishing a BCMS includes defining the scope of the BCMS as a foundational activity. Scoping decisions must be rational, risk-informed, and aligned to what the organization must protect to survive disruption-especially the delivery of its products and services and achievement of organizational objectives.
Among the answer options, financial value is a legitimate scoping consideration because it directly relates to business objectives (income, margin, cashflow, contractual value, and critical revenue streams). A product/service that generates significant revenue or underpins strategic outcomes typically warrants inclusion, because disruption would quickly create unacceptable impacts and threaten viability.
By contrast, consultation with staff is an important method for gathering inputs, but it is not, by itself, a primary criterion for deciding scope. "Ease of incorporation" is not good-practice justification for inclusion (scope is set by business need, not convenience). Competitor approaches may be interesting context, but scope should be determined by the organization's own objectives, obligations, and dependency landscape, not benchmarking alone.
質問 # 53
In relation to a disruption to activities, the Minimum Business Continuity Objective (MBCO):
正解：B
解説：
The CBCI 7.0 course defines the Minimum Business Continuity Objective (MBCO) as the minimum level of services or outputs that must be maintained or restored to avoid unacceptable consequences. The MBCO is achieved either simultaneously with or after the Recovery Time Objective (RTO), as the RTO specifies when recovery should be complete for prioritized activities. MBCO sets a baseline for continuity, focusing on critical minimum outputs, rather than risk assessment milestones or managerial mobilization decisions. Understanding this sequencing supports realistic and measurable recovery planning.
質問 # 54
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:
正解：B
解説：
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.
質問 # 55
In order to implement appropriate initiatives for influencing personnel to embrace Business Continuity and a Business Continuity culture, the Business Continuity professional should start by:
正解：A
解説：
The CBCI 7.0 course stresses that the initial step in fostering a Business Continuity culture isestimating the gapbetween the current level of personnel engagement and the desired state of embracement. This assessment identifies areas where awareness, commitment, or understanding are lacking, providing a baseline to tailor targeted initiatives. This gap analysis enables prioritization of interventions, whether training, communication, or leadership engagement, to bridge the cultural divide effectively. While BIAs and communication strategies support broader continuity efforts, assessing cultural gaps is a necessary precursor to driving meaningful behavioural change.
Reference:CBCI 7.0 Study Guide, Module 4: Business Continuity Culture, pages 68-70.
質問 # 56
A shared understanding across the organization of the importance and relevance of the Business Continuity Management System (BCMS) and an understanding of how the BCMS will be used are outcomes of:
正解：B
解説：
An effectively communicated Business Continuity policy sets the tone for organizational commitment and clarifies the purpose, scope, and relevance of the BCMS. The CBCI 7.0 course stresses that clear communication of the policy ensures all personnel understand the BCMS's importance and how it will be applied, fostering engagement and shared responsibility. While defining scope and appointing steering groups are critical, they do not on their own generate organization-wide understanding. The policy acts as the foundational document promoting awareness and alignment.
Reference:CBCI 7.0 Study Guide, Module 1: Establishing the BCMS, pages 15-18.
質問 # 57
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