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Tech4Examテストトレントを学習し、試験の準備をするのに20〜30時間しかかかりません。 CBCI試験問題を購入した後、CBCI試験トレントを学習し、主に仕事、家庭生活、学習に専念するために数時間を費やすだけです。 CBCI試験問題の回答と質問は入念に選択され、試験の焦点をつかむため、試験の学習と準備に多くの時間を節約できます。合格率は98％以上と高いため、CBCIガイドトレントを購入することで安心できます。
質問 # 103
It is important to measure Business Continuity culture because this:
正解：A
解説：
Measuring Business Continuity culture is essential to assess the level of engagement, understanding, and commitment personnel have toward Business Continuity plans and procedures. The CBCI 7.0 course stresses that culture measurement helps predict the likely success of continuity efforts during disruptions. A strong culture supports adherence to plans and proactive risk management, while a weak culture may highlight areas needing targeted improvement. While measurements can indirectly inform reviews and validations, the primary focus is on gauging personnel behaviour and engagement, which is the most critical factor in continuity effectiveness.
Reference:CBCI 7.0 Study Guide, Module 4: Developing a Business Continuity Culture, pages 70-73.
質問 # 104
Which of the following is NOT an activity that is undertaken as part of the governance of the Business Continuity Management System (BCMS)?
正解：A
質問 # 105
Where social media is a key element in an organization's communications response strategy, it is important for the organization to:
正解：B
解説：
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.
質問 # 106
Which of the following is an outcome of personnel embracing Business Continuity (BC) and the organization's Business Continuity Management System (BCMS)?
正解：B
解説：
In GPG 7.0, Embracing Business Continuity (PP2) is about embedding BC into the organization-moving away from "mandating and enforcing compliance" and instead shaping behaviours, ownership, and understanding so BC becomes part of "how we do things here." When people genuinely embrace BC, the BCMS is more likely to be implemented in a way that fits the organization's real operating context, language, and norms. That naturally leads to a BC programme that is bespoke to the organization and its culture (option A) rather than a generic, copied framework.
The other options describe outcomes that may happen in some cases but are not reliable or primary indicators of embracing BC. Strong financial performance (B) is not a direct or guaranteed outcome; BC investments can be cost-neutral or even reduced when smartly targeted. Staff turnover reductions from rewards (C) is speculative and depends on HR policy, not BC culture alone. Reduced need for support from external customers/partners (D) misunderstands continuity: embracing BC typically increases structured engagement with key stakeholders, not removes it.
質問 # 107
Which of the following is NOT an activity that is undertaken as part of the governance of the Business Continuity Management System (BCMS)?
正解：A
解説：
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.
質問 # 108
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