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BCI CBCI Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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 3	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.
Topic 4	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 5	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.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q30-Q35):

NEW QUESTION # 30
When establishing a Business Continuity Management System (BCMS), engagement with stakeholders is important. Which of the following is NOT a reason for engaging with internal stakeholders?

A. Existing policies and procedures may be relevant to the BCMS so early identification will reduce the risk for duplication of work
B. Involving stakeholders will reduce the workload and responsibilities of the Business Continuity Professional as administrative activities can be delegated to other staff
C. Engagement of stakeholders will reduce the potential for conflict at later stages of the programme
D. Early collaboration with colleagues will engage them in the process and secure support for the ongoing development and implementation of the BCMS

Answer: B

Explanation:
While stakeholder engagement facilitates collaboration, reduces conflict, and helps identify relevant policies, it does not primarily serve to lessen the workload of the Business Continuity Professional by delegating administrative tasks. The CBCI 7.0 course clarifies that stakeholder involvement is about gaining support, expertise, and ownership rather than shifting administrative burdens. The Business Continuity Professional retains core responsibility for managing the BCMS, though collaboration supports efficient and effective program delivery.

NEW QUESTION # 31
A technique that the Business Continuity (BC) professional could use to help improve an organization's BC culture is:

A. Make it mandatory for all personnel to attend Business Continuity (BC) exercises
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. Increase the frequency and number of audits to ensure that all business areas comply with the Business Continuity (BC) policy

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 # 32
One of the steps in the risk management process is to establish the risk treatment required. The purpose of risk treatment is to:

A. Ensure that a named person within the organization takes responsibility for the monitoring and management of the risk
B. Calculate a risk score based on the combination of the likelihood of the risk occurring and the consequences of this happening
C. Mitigate each risk identified by reducing the likelihood of the risk occurring or by lowering the impact of disruption
D. Ensure that regular updates on the current status of the risk are presented to top management

Answer: C

Explanation:
Risk treatment is a fundamental phase within the risk management process, focusing on how identified risks will be managed to reduce their potential impact or likelihood. The CBCI 7.0 course clarifies that risk treatment involves selecting and implementing measures to either prevent risks from occurring or to minimize their adverse effects on the organization. This step is critical to building resilience, as it directly influences the mitigation of unacceptable risks that could disrupt key business activities. While assigning responsibility, scoring risks, and reporting are important supporting actions, the core purpose of risk treatment is to apply controls and strategies that reduce risk exposure effectively, thereby enhancing continuity readiness.
Reference:CBCI 7.0 Study Guide, Module 3: Risk Management and Risk Treatment, pages 50-53.

NEW QUESTION # 33
The Process Business Impact Analysis (BIA):

A. Is conducted prior to the Product and Services BIA
B. Is optional and may be omitted
C. Excludes processes that have been outsourced
D. Identifies resource requirements and interdependencies

Answer: D

Explanation:
The Process BIA focuses on understanding internal processes, their resource needs, and dependencies that impact the delivery of products and services. The CBCI 7.0 course underlines that this BIA level identifies critical resources, interdependencies among activities, and potential bottlenecks. It complements Product and Service BIAs by providing detailed operational insights necessary for designing effective recovery strategies. Processes outsourced to third parties are typically included to ensure a complete picture. This analysis is a core component of the BIA framework and is not optional.

NEW QUESTION # 34
In order to ensure that priority is given to activities with the shortest Recovery Time Objectives (RTOs), strategies can:

A. Include relevant extracts from the Business Impact Analysis (BIA)
B. Highlight activities with short RTOs by categorising strategies by timeframe
C. Include a risk assessment to identify the best treatment option
D. Identify workarounds for all activities other than those with short RTOs

Answer: B

Explanation:
The CBCI 7.0 course highlights thatcategorizing strategies by timeframeis an effective method to ensure focus on activities with short RTOs. This approach visually and operationally segments recovery strategies, allowing the organization to prioritize resources and actions that address the most time-critical functions first.
Including BIA extracts supports understanding but is insufficient on its own. Risk assessments inform treatment choices but do not inherently prioritize by RTO. Workarounds for non-priority activities are useful but are a secondary measure after prioritization. Categorizing by recovery time frames aligns operational focus with impact tolerances.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Development, pages 91-94.

NEW QUESTION # 35
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