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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q26-Q31):
NEW QUESTION # 26
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. Measuring Business Continuity culture
- B. Defining the initial BCMS scope
- C. Identifying and assigning Business Continuity Management System (BCMS) roles and responsibilities
- D. Developing an exercise programme
Answer: B
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 # 27
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 requiring suppliers to share evidence that recovery plans and exercise programs have been developed and implemented
- C. By including a requirement in Service Level Agreements (SLAs) for suppliers to carry out exercise activities and share the outcomes
- D. By conducting internal exercises to assess the impact of supply chain failures
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 # 28
One of the steps in the risk management process is to establish the risk treatment required. The purpose of risk treatment is to:
- A. Calculate a risk score based on the combination of the likelihood of the risk occurring and the consequences of this happening
- B. Ensure that regular updates on the current status of the risk are presented to top management
- C. Mitigate each risk identified by reducing the likelihood of the risk occurring or by lowering the impact of disruption
- D. Ensure that a named person within the organization takes responsibility for the monitoring and management of the risk
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 # 29
The time period defined by the Recovery Time Objective (RTO) should always be less than which of the following?
- A. The standard timeline set by the organization's customer services charter
- B. The Recovery Point Objective (RPO)
- C. The Minimum Business Continuity Objective (MBCO)
- D. The Maximum Tolerable Period of Disruption (MTPD)
Answer: D
Explanation:
The RTO represents the maximum acceptable time to restore activities following disruption, and it must always be shorter than the Maximum Tolerable Period of Disruption (MTPD), which is the absolute limit before unacceptable impacts occur. The CBCI 7.0 course explains that this ensures recovery efforts occur within tolerable timeframes, preventing critical losses. The RPO concerns data restoration points and is not a time period comparison. The MBCO relates to minimum acceptable outputs and is not a time-based measure.
Reference:CBCI 7.0 Study Guide, Module 3: Recovery Objectives, pages 57-60.
NEW QUESTION # 30
What should an organization do when it does not yet have fully developed Business Continuity (BC) solutions, response structures, and Business Continuity plans in place?
- A. Outsource the response to a Business Continuity service provider when a crisis or disruption occurs
- B. Implement a "go to" strategy and acquire the required resources, equipment, and services when disruption occurs
- C. Develop and implement an interim crisis management plan
- D. Conduct an initial Business Impact Analysis (BIA)
Answer: C
Explanation:
When an organization lacks fully developed BC solutions, response structures, or plans, the CBCI 7.0 course recommends the immediate development and implementation of aninterim crisis management plan. This plan serves as a temporary framework to manage disruptions while the comprehensive BCMS is being established. An interim plan prioritizes rapid response capability, outlining essential roles, responsibilities, and immediate actions to stabilize incidents. Conducting a BIA is important but follows initial crisis preparedness. Outsourcing or reactive procurement of resources without a foundational plan risks ad hoc responses and inefficiency. Establishing an interim plan ensures the organization is not unprepared during the transition towards a mature BCMS.
Reference:CBCI 7.0 Study Guide, Module 1: Establishing the BCMS, pages 20-24.
NEW QUESTION # 31
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