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BCI CBCI Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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 3	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 4	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 5	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.

BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q79-Q84):

NEW QUESTION # 79
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. Include a risk assessment to identify the best treatment option
C. Highlight activities with short RTOs by categorising strategies by timeframe
D. Identify workarounds for all activities other than those with short RTOs

Answer: C

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 # 80
Which of the following is a step that would be taken by the Business Continuity professional to support the process to advance an organization from embedding to embracing Business Continuity?

A. Assigning Business Continuity roles and responsibilities across the organization's hierarchy
B. Gaining an understanding of the organization's culture
C. Including funding in the Business Continuity budget to hire a consulting firm to run Business Continuity as a project
D. Development and adoption of a Business Continuity policy to protect the organization from disruptions

Answer: B

Explanation:
The CBCI 7.0 course identifiesgaining an understanding of the organization's cultureas a foundational step in moving from merely embedding Business Continuity practices to fully embracing them. Cultural insights enable targeted interventions that align Business Continuity with existing values, beliefs, and behaviours, enhancing engagement and ownership. Policies and role assignments are important but less effective without cultural alignment. Outsourcing continuity as a project risks detachment from organizational realities. Understanding culture guides effective communication, training, and leadership strategies that foster a pervasive continuity mindset.
Reference:CBCI 7.0 Study Guide, Module 4: Culture and Engagement, pages 66-69.

NEW QUESTION # 81
Which of the following factors affects the way in which an organization selects and combines the different types of Business Impact Analysis (BIA)?

A. The scope of the Business Continuity Management System (BCMS)
B. Consultation with internal and external stakeholders on the extent of analysis that is required
C. The outcomes of a gap analysis to identify where there is greatest need for Business Continuity capability to be improved
D. The outcomes of an organization's risk assessment to determine which part of the organization is at greatest risk

Answer: A

Explanation:
The CBCI 7.0 course explains that thescope of the BCMSis the primary factor influencing the selection and combination of BIA types (e.g., activity, product, or process BIAs). The scope defines which organizational units, activities, and resources are covered, thereby guiding the level and focus of impact analysis. While risk assessments, gap analyses, and stakeholder consultations inform aspects of BCMS development, they do not determine the BIA methodology as directly as the defined scope. Aligning BIAs to scope ensures consistency and resource-effective analysis.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 43-45.

NEW QUESTION # 82
The purpose of an external audit of the Business Continuity Management System (BCMS) is to:

A. Confirm that the organization is fully prepared to respond to incidents
B. Make recommendations on alternative ways of meeting recovery time objectives (RTOs)
C. Assess the performance of the members of top management team in relation to Business Continuity
D. Provide independent assurance on a set of Business Continuity processes and controls

Answer: D

Explanation:
External audits provide independent verification that the BCMS complies with relevant standards, policies, and regulatory requirements. The CBCI 7.0 course clarifies that audits assess the design, implementation, and effectiveness of Business Continuity processes and controls to assure stakeholders that the system functions as intended. The audit does not specifically test operational readiness or management performance but focuses on conformance and control integrity, enabling informed decision-making about system improvements.
Reference:CBCI 7.0 Study Guide, Module 6: Audit and Review, pages 135-138.

NEW QUESTION # 83
Which of the following is an indicator that top management is embracing Business Continuity?

A. The organization's health and safety risk assessments are recorded as required
B. The organization's Business Continuity operational plans are kept up to date
C. The organization maintains full compliance with legal and regulatory requirements
D. Business Continuity is part of the organization's strategic planning and is reviewed regularly

Answer: D

Explanation:
The CBCI 7.0 course identifiesthe integration of Business Continuity into the organization's strategic planning with regular reviewsas a clear sign of top management's commitment. Strategic incorporation ensures Business Continuity is prioritized, resourced, and aligned with long-term objectives, reflecting leadership's recognition of its importance. Regular review cycles demonstrate ongoing engagement and responsiveness to changing risks. While legal compliance, health and safety management, and operational plan maintenance are important, they may occur without active leadership endorsement. True embracement requires embedding Business Continuity in strategic decision-making and organizational culture.
Reference:CBCI 7.0 Study Guide, Module 1: Leadership and Commitment, pages 23-26.

NEW QUESTION # 84
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