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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

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 3

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 4

Implementation: This section covers putting the designed continuity strategies into action, including creating and deploying incident response and business continuity plans, structuring effective response teams, and ensuring operational readiness.

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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q86-Q91):

NEW QUESTION # 86
Which of the following is a possible outcome of a gap analysis to establish whether new strategies and solutions are required?

A. A schedule for sharing the outcomes with all personnel to invite their comments and encourage them to embrace Business Continuity
B. Validation exercises to confirm the findings of the gap analysis that can be presented to top management as part of the decision-making process
C. Agreement from top management that a Business Impact Analysis (BIA) should be completed to determine the new procedures required
D. A determination that Business Continuity capabilities exceed requirements and resources could be redistributed

Answer: D

Explanation:
A gap analysis identifies discrepancies between current capabilities and required Business Continuity needs.
The CBCI 7.0 course explains that outcomes may reveal that the organization's existing capabilities exceed what is necessary, offering opportunities to redistribute resources or adjust investments. This insight helps optimize resource allocation and improve efficiency. While validation exercises and communication plans are important subsequent steps, the immediate and tangible result of a gap analysis can include the reassessment of capability adequacy.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design and Gap Analysis, pages 95-98.

NEW QUESTION # 87
Consulting stakeholders, conducting a cost-benefit analysis, consulting with internal resources such as risk management and internal audit teams, and horizon scanning are some of the methods that might be used when:

A. Developing an exercise programme
B. Identifying and assigning Business Continuity Management System (BCMS) roles and responsibilities
C. Measuring Business Continuity culture
D. Defining the initial BCMS scope

Answer: D

Explanation:
Defining the initial scope of a BCMS requires a comprehensive understanding of organizational context, risks, and priorities. The CBCI 7.0 course recommendsconsulting with stakeholders, leveraging internal expertise (e.g., risk management, audit), performing cost-benefit analyses, and horizon scanning to capture potential future threats and opportunities. These methods ensure that the scope is appropriately focused and realistic, considering business objectives, resource availability, and external environment. This thorough approach lays the foundation for a relevant and effective BCMS.
Reference:CBCI 7.0 Study Guide, Module 1: Scope and Context, pages 27-30.

NEW QUESTION # 88
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 including key suppliers in an internal exercise
B. By including a requirement in Service Level Agreements (SLAs) for suppliers to carry out exercise activities and share the outcomes
C. By conducting internal exercises to assess the impact of supply chain failures
D. By requiring suppliers to share evidence that recovery plans and exercise programs have been developed and implemented

Answer: A

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.
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 130-133.

NEW QUESTION # 89
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. Involving stakeholders will reduce the workload and responsibilities of the Business Continuity Professional as administrative activities can be delegated to other staff
B. Engagement of stakeholders will reduce the potential for conflict at later stages of the programme
C. Existing policies and procedures may be relevant to the BCMS so early identification will reduce the risk for duplication of work
D. Early collaboration with colleagues will engage them in the process and secure support for the ongoing development and implementation of the BCMS

Answer: A

Explanation:
While stakeholder engagement facilitates collaboration, reduces conflict, and helps identify relevant policies, it doesnotprimarily 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.
Reference:CBCI 7.0 Study Guide, Module 1: Stakeholder Engagement, pages 19-22.

NEW QUESTION # 90
For a strategic response team to be effective, its members should have:

A. Skill in coordinating resources, operations and suppliers
B. Decisiveness and the ability to make decisions quickly
C. A detailed understanding of each requirement set out in Business Continuity plans
D. Ability to identify commercial opportunities in adverse situations

Answer: B

Explanation:
Strategic response teams play a crucial role in managing crises by making timely, high-level decisions that guide the organization's overall continuity response. The CBCI 7.0 course emphasizes thatdecisiveness and rapid decision-makingare essential qualities for such teams, as delays can exacerbate disruptions and increase impacts. While coordination skills and understanding of Business Continuity plans are important, the strategic team must prioritize swift, confident decisions to steer operational teams and allocate resources effectively during dynamic and stressful situations. Identifying commercial opportunities is beneficial but secondary to ensuring continuity and stability.
Reference:CBCI 7.0 Study Guide, Module 2: Response Structures and Roles, pages 80-83.

NEW QUESTION # 91
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