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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q12-Q17):

NEW QUESTION # 12
An effective response structure includes:

• A. Knowledge of when key suppliers and external stakeholders should be notified and included in the response
• B. Unlimited access to financial resources during a disruption
• C. Personnel in place to assess and measure the performance of responders during a disruption
• D. Flexibility to change policies and procedures during a disruption without consulting top management

Answer: A

Explanation:
According to the CBCI 7.0 course, an effective response structure must incorporateclear protocols for timely notification of key suppliers and external stakeholders. This ensures coordinated response efforts and mitigates cascading impacts. Unlimited financial access is unrealistic and can lead to mismanagement.
Changes to policies require governance and cannot be unilaterally made during disruptions. While performance measurement is important, notification protocols are fundamental to structured, controlled, and communicative response efforts.
Reference:CBCI 7.0 Study Guide, Module 2: Response Structures, pages 76-78.

 

NEW QUESTION # 13
Business as usual (BAU) plans document processes for restoring an organization to its original state and should:

• A. Be based on the availability of primary resources prior to the incident
• B. Be developed in detail prior to any incident occurring
• C. Take into consideration possibility of new vulnerabilities resulting from impacted resources
• D. Focus on resuming activities in reverse order of Recovery Time Objectives (RTOs)

Answer: C

Explanation:
Business as usual (BAU) plans are designed to restore normal operational conditions after a disruption, often returning systems and processes to pre-incident states. The CBCI 7.0 course underlines that these plans must consider new vulnerabilitiesthat may arise as a result of the disruption's impact on resources or operational environments. Incidents can introduce changes such as weakened controls, damaged infrastructure, or altered workflows, which must be addressed to prevent recurrence or new risks. While BAU plans should be prepared in advance, the focus is not just on resource availability or reversing recovery sequences but on understanding the dynamic context post-disruption. This approach ensures resilience not only in restoration but in strengthening the organization against future incidents.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis and Recovery, pages 60-62.

 

NEW QUESTION # 14
As part of the preparation for responding to an incident, plans should be in place to enable the response team to meet. Which of the following is NOT correct in relation to arrangements for meeting facilities?

• A. Meetings must always take place in a physical rather than virtual location
• B. Meeting arrangements should be stated in plans that are made available to all team members
• C. A continuously available and stable power supply should be available to meeting locations
• D. At least two meeting locations should be stated with the team leader deciding which to use at the time of the incident

Answer: A

Explanation:
The CBCI 7.0 course explains that flexibility in meeting arrangements is critical for effective response.
Requiring meetings to always occur physically is impractical, especially in disruptions impacting facilities or when personnel are remote. Virtual meeting capabilities have become essential, allowing teams to convene despite physical constraints. Plans should specify multiple meeting options (physical and virtual) and include contingencies like stable power and connectivity. Stating arrangements and empowering leaders to select locations supports responsiveness and operational continuity.
Reference:CBCI 7.0 Study Guide, Module 2: Response Planning, pages 79-81.

 

NEW QUESTION # 15
An outcome of the Solutions Design process is:

• A. Arrangements that protect the organization from negative publicity during business as usual operations
• B. Assurance that all personnel have high levels of occupational competence in their job roles
• C. Strategies and solutions that lead to financial savings due to the reduction in personnel engaged in operational activities
• D. Business Continuity strategies and solutions that remain cost effective in terms of implementation and operational investment

Answer: D

Explanation:
Solutions Design aims to develop strategies and solutions that effectively address Business Continuity requirements while balancing cost and practicality. The CBCI 7.0 course emphasizes that sustainable, cost- effective solutions ensure continuity measures are viable long-term and do not impose unnecessary financial burdens. Protecting reputation, reducing staff, or occupational competence, while important, are secondary or indirect outcomes. The focus remains on practical, affordable solutions.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design, pages 90-95.

 

NEW QUESTION # 16
When implementing solutions so that they can be deployed to respond to disruption, the Business Continuity professional should:

• A. Empower the implementation team to make changes to specifications without referring back to top management
• B. Review and revise the specifications for each solution developed in the design phase prior to launching them
• C. Allocate implementation to the relevant teams and instruct them to manage the implementation as they see fit and to their own timelines
• D. Work with the teams who will utilize the solutions to develop any new systems or tools required to enable implementation

Answer: D

Explanation:
According to the CBCI 7.0 course,collaborating with the teams who will use the solutionsis vital for successful implementation. This cooperative approach ensures that practical considerations, system requirements, and user needs are incorporated early, facilitating smoother integration and operationalization.
It also promotes ownership and readiness. Revising specifications alone or delegating implementation without collaboration can lead to misaligned outcomes. Empowering teams to unilaterally change specifications without oversight risks scope creep or misapplication. Structured collaboration balances control and flexibility, ensuring solutions meet both design intent and practical deployment realities.
Reference:CBCI 7.0 Study Guide, Module 5: Implementation and Solutions Deployment, pages 98-101.

 

NEW QUESTION # 17
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