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| Section | Objectives |
|---|---|
| Topic 1: Professional Practice 1: Establishing a Business Continuity Management System (BCMS) | |
| Topic 2: Professional Practice 6: Validation | |
| Topic 3: Professional Practice 3: Analysis | |
| Topic 4: Professional Practice 4: Solutions Design | |
| Topic 5: Professional Practice 5: Enabling Solutions | |
| Topic 6: Professional Practice 2: Embracing Business Continuity |
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質問 # 35
During the process of strategy determination as part of solutions design, the Business Continuity (BC) professional should consider and select solutions to deliver agreed strategies in partnership with the:
正解：D
解説：
Solutions Design (PP4) turns requirements from Analysis into practical strategies and solutions (for people, premises, technology, information, suppliers, etc.). Selecting workable solutions requires collaboration with the stakeholders who own the product/service delivery, activities, and critical resources, because they understand operational constraints, dependencies, performance expectations, and what "minimum acceptable capacity" really means in practice. This is reinforced by the CBCI module outline for PP4, which includes selecting strategies/solutions and mitigating unacceptable risks/single points of failure-work that depends on detailed operational input from owners.
The finance director may advise on affordability, but is not the primary partner for solution design decisions. A "department representative" is vague and may not have authority/knowledge of the specific priority activity or resource. Incident response team leaders focus on incident-time coordination, not necessarily on designing recovery capabilities. Therefore, partnering with the relevant product, activity, or resource owner (option C) is best practice and delivers solutions that are realistic, maintainable, and actually executable during disruption.
質問 # 36
What is the purpose of assigning roles and responsibilities as part of the Business Continuity Management System (BCMS)?
正解：A
解説：
A BCMS depends on clearly defined organizational roles, responsibilities, and authorities so that continuity tasks are not "assumed" or left to chance. In CBCI 7.0's BCMS establishment practice, assigning roles and responsibilities ensures every required BCMS activity (e.g., analysis participation, strategy ownership, plan maintenance, exercising, and review) is allocated to named people who are competent and understand what is expected of them. This aligns with ISO 22301's leadership requirement that responsibilities and authorities for relevant roles are established and communicated, so the management system can be implemented and maintained effectively.
Option B best reflects that intent: allocate essential tasks to identified and competent individuals.
Option A is incorrect because governance does not remove top management accountability; leadership remains responsible for direction and ensuring the BCMS is supported. Option C is too narrow (roles exist for the organization's capability, not just to "help the BC professional"). Option D may be a benefit of training, but it is not the primary purpose of role assignment-role assignment is about clear accountability and dependable execution across the BCMS.
質問 # 37
Which of the following is NOT a way in which an organization can use exercise programs to ensure and validate supply chain continuity?
正解：A
解説：
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.
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 130-133.
質問 # 38
A breakdown of internal and external dependencies that may include priority suppliers is an outcome of:
正解：C
解説：
The CBCI 7.0 course explains that anActivity 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.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 41-44.
質問 # 39
The process that ensures that an organization's Business Continuity arrangements are up to date and ready to respond to incidents and their impacts despite changes to its structure or changes in its operational context is:
正解：D
解説：
Maintenance refers to the ongoing process of keeping Business Continuity arrangements current and effective in light of organizational or contextual changes. The CBCI 7.0 course clarifies that maintenance involves regular reviews, updates, testing, and adjustments to plans and processes, ensuring readiness and relevance. While review and audit are important, maintenance is the active continuous process that adapts the BCMS to evolving needs.
質問 # 40
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