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2026 Latest DumpsTests CBCI PDF Dumps and CBCI Exam Engine Free Share: https://drive.google.com/open?id=1gE5W-AVKU-8_j0x3RYI8dxVCBFlvHtUV
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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 | - 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 | - 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 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 (Q56-Q61):NEW QUESTION # 56
When developing a new response structure, how should the Business Continuity professional proceed where a pre-existing structure is already in place?
- A. Teams and roles responsible for pre-existing plans should be assessed and, where appropriate, aligned and incorporated into the new structure with training provided
- B. Personnel with existing roles should automatically be provided with senior roles in the new structure and provided with authority to change the new solutions that have been agreed by drawing on their previous experience
- C. All pre-existing teams and plans should be stood down immediately to prevent confusion or mixed loyalties as the new structure and plans are developed
- D. All previous personnel and plans should be adopted without change in order to ensure continuity of approach, streamlining of costs and to encourage team members to embrace Business Continuity
Answer: A
Explanation:
The CBCI 7.0 course recommends a pragmatic approach where existing teams and roles are evaluated and, where appropriate, integrated into the new response structure. This ensures continuity, leverages existing expertise, and minimizes disruption. Providing training helps align personnel with new expectations and structures, supporting a smooth transition. Immediate disbanding risks loss of knowledge and confusion, while uncritical adoption or automatic promotion can entrench outdated practices or create governance challenges. Careful assessment and deliberate integration preserve organizational memory while enabling improvement.
Reference:CBCI 7.0 Study Guide, Module 2: Response Structures and Governance, pages 78-81.
NEW QUESTION # 57
Which of the following is NOT part of the process to implement solutions to resume business operations?
- A. Updating the Activities Business Impact Analysis (BIA) to take into account the effect of the solutions on priority activities
- B. Ensuring alignment with the response structure and plans
- C. Providing training for users of solutions and support staff
- D. Complying with the organization's project management procedures
Answer: A
Explanation:
While the Activities BIA informs the development of solutions,updating the BIA is not part of the solution implementation process itself. The CBCI 7.0 course explains that implementing solutions focuses on ensuring that operational plans, training, and governance are aligned and effectively deployed. Training equips personnel to use and support new solutions properly. Compliance with project management processes ensures structured, controlled implementation. The BIA is a foundational analysis tool and is typically reviewed or updated separately during scheduled risk and impact assessments rather than during solution implementation. Conflating BIA updates with implementation may confuse strategic assessment with operational execution.
Reference:CBCI 7.0 Study Guide, Module 5: Implementation and Maintenance, pages 96-99.
NEW QUESTION # 58
Why is a risk assessment usually conducted after a Business Impact Analysis (BIA) as part of the analysis stage?
- A. Conducting the risk assessment after the BIA has identified priorities enables the risk assessment to maximise investment in risk treatments where they are most needed
- B. Risk assessments are not required until after the organization's business plan has been updated to confirm any changes in plans as a result of the BIA
- C. Conducting a BIA ties up personnel on this project; so resources are not available to conduct the risk assessment until after personnel are released from the BIA project
- D. A risk assessment is not required until Business Continuity solutions based on the outcomes of the BIA have been developed for review
Answer: A
Explanation:
The CBCI 7.0 course states that conducting therisk assessment after the BIAallows the organization to prioritize risk treatments effectively by focusing on the critical activities identified during the BIA. The BIA highlights which business functions are most important and the impact of their disruption, enabling the risk assessment to concentrate on threats that could affect these priority areas. This sequencing ensures that resources and mitigation efforts are directed toward protecting the most significant risks impacting continuity objectives. Resource availability is not the primary reason, and risk assessments are integral to ongoing BCMS maintenance rather than conditional on business plan updates or solution development.
Reference:CBCI 7.0 Study Guide, Module 3: Risk Assessment Integration, pages 53-56.
NEW QUESTION # 59
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. Development and adoption of a Business Continuity policy to protect the organization from disruptions
- 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. Assigning Business Continuity roles and responsibilities across the organization's hierarchy
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 # 60
For a strategic response team to be effective, its members should have:
- A. Decisiveness and the ability to make decisions quickly
- B. Skill in coordinating resources, operations and suppliers
- C. A detailed understanding of each requirement set out in Business Continuity plans
- D. Ability to identify commercial opportunities in adverse situations
Answer: A
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 # 61
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