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BCI CBCI Exam Syllabus Topics:

Topic	Details
Topic 1	Policy and Programme Management and Embedding: This part guides users through establishing a Business Continuity Management System (BCMS), including how to craft governance, define a policy, and embed these elements into the fabric of an organization for long-term sustainability.
Topic 2	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.
Topic 3	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 4	Design: Here, learners explore how to translate analysis into strategic plans by developing continuity designs that mitigate identified risks, ensuring critical operations remain functional or can be quickly restored during disruptions.
Topic 5	Analysis This module dives into the analytical stage, focusing on tools such as Business Impact Analysis (BIA) and risk assessment to identify critical functions and vulnerabilities—essential for understanding what the organization must protect and why.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q82-Q87):

NEW QUESTION # 82
Which of the following is used to determine the organization's prioritised activities and the recovery timeframes and resource requirements?

A. A risk assessment
B. An exercise
C. A meeting with owners of product and services activities
D. A Business Impact Analysis (BIA)

Answer: D

Explanation:
The CBCI 7.0 course explains that theBusiness Impact Analysis (BIA)is the foundational tool used to identify and prioritize organizational activities, establish Recovery Time Objectives (RTOs), and determine the resources required for recovery. The BIA evaluates the impact of disruptions on critical activities and quantifies acceptable downtime, guiding the prioritization of recovery efforts. Unlike risk assessments, which identify potential threats, the BIA focuses on operational impacts and recovery priorities. While meetings with activity owners contribute to data collection, it is the structured BIA process that synthesizes this information into actionable recovery targets. Exercises test plans but do not determine priorities.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 38-42.

NEW QUESTION # 83
Which of the following is an action that the Business Continuity professional will take as part of the process of strategy determination?

A. Prepare a communications brief to advise all external stakeholders of the outcome of the gap analysis and the plan for acting on the findings
B. Design a strategy for agreement with top management that can then be delegated to the relevant owners of priority products, services, activities, and processes
C. Develop a mandatory training schedule to ensure that all personnel are required to address any skills gaps relevant to the delivery of priority products, services, activities, and processes
D. Work with the relevant product, services, activity, or process owner to develop a specification for an appropriate solution

Answer: D

Explanation:
Strategy determination is a collaborative process where the Business Continuity professional works directly with owners of priority products, services, activities, or processes to develop detailed specifications for solutions that meet continuity requirements. The CBCI 7.0 course highlights this partnership as essential to ensure strategies are practical, aligned with operational realities, and capable of achieving recovery objectives. While designing high-level strategies and managing communication are important, hands-on collaboration with operational owners facilitates realistic, implementable solutions. This approach increases ownership, ensures accuracy, and fosters smoother implementation.

NEW QUESTION # 84
Which of the following is NOT a way in which an organization can use exercise programs to ensure and validate supply chain continuity?

A. By conducting internal exercises to assess the impact of supply chain failures
B. By including key suppliers in an internal exercise
C. By requiring suppliers to share evidence that recovery plans and exercise programs have been developed and implemented
D. By including a requirement in Service Level Agreements (SLAs) for suppliers to carry out exercise activities and share the outcomes

Answer: B

Explanation:
While including key suppliers in internal exercises might seem beneficial, the CBCI 7.0 course highlights that external suppliers should be engaged in their own exercises, separate from the organization's internal exercises. Instead, validation of supply chain continuity is better achieved by requiring suppliers to develop and test their recovery plans independently and sharing outcomes. Contractual obligations such as those embedded in SLAs ensure suppliers maintain their own Business Continuity preparedness, while internal exercises focus on organizational responses to supply chain disruptions. Conducting internal exercises to assess impacts remains essential to understand dependencies and potential vulnerabilities without compromising exercise control.

NEW QUESTION # 85
A breakdown of internal and external dependencies that may include priority suppliers is an outcome of:

A. A Product and Services Business Impact Analysis (BIA)
B. A risk assessment
C. An Activity Business Impact Analysis (BIA)
D. An initial assessment

Answer: C

Explanation:
The CBCI 7.0 course explains that an Activity Business Impact Analysis (BIA) provides detailed identification of dependencies necessary to deliver prioritized products and services. This includes internal dependencies such as departments and resources, and external dependencies such as suppliers and partners. Mapping these dependencies is crucial to understanding potential vulnerabilities and planning continuity solutions that address both internal process interrelations and supply chain considerations. The Product and Services BIA focuses more on outcomes and impacts, while risk assessments identify threats but do not detail operational dependencies. Initial assessments are broader and less detailed.

NEW QUESTION # 86
When developing a new response structure, how should the Business Continuity professional proceed where a pre-existing structure is already in place?

A. All pre-existing teams and plans should be stood down immediately to prevent confusion or mixed loyalties as the new structure and plans are developed
B. All previous personnel and plans should be adopted without change in order to ensure continuity of approach, streamlining of costs and to encourage team members to embrace Business Continuity
C. Personnel with existing roles should automatically be provided with senior roles in the new structure and provided with authority to change the new solutions that have been agreed by drawing on their previous experience
D. Teams and roles responsible for pre-existing plans should be assessed and, where appropriate, aligned and incorporated into the new structure with training provided

Answer: D

Explanation:
The CBCI 7.0 course recommends a pragmatic approach where existing teams and roles are evaluated and, where appropriate, integrated into the new response structure. This ensures continuity, leverages existing expertise, and minimizes disruption. Providing training helps align personnel with new expectations and structures, supporting a smooth transition. Immediate disbanding risks loss of knowledge and confusion, while uncritical adoption or automatic promotion can entrench outdated practices or create governance challenges. Careful assessment and deliberate integration preserve organizational memory while enabling improvement.

NEW QUESTION # 87
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