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BCI Certificate of the Business Continuity Institute (CBCI) Sample Questions (Q34-Q39):

NEW QUESTION # 34
After all Business Impact Analyses (BIAs) have been completed, a consolidated analysis is carried out and a report is written to document the results. What is the purpose of this?

A. For review by all BIA participants
B. For planning an exercise
C. For submission to top management for final approval
D. For internal audit

Answer: C

Explanation:
The CBCI 7.0 course highlights that the consolidated BIA report, combining all individual BIAs, serves as a key governance document submitted to top management for review and approval. This final approval confirms that management understands the criticality of prioritized activities, recovery objectives, and resource requirements. It enables informed decision-making regarding resource allocation, strategy development, and risk treatment. While BIA participants, auditors, and exercise planners use the report, top management's endorsement is critical for organizational commitment and effective BCMS progression.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis and Reporting, pages 50-54.

NEW QUESTION # 35
In order to make it easier to manage risk, complexity and cost when establishing a Business Continuity Management System (BCMS), the initial scope of the BCMS should:

A. Be limited to information technology disaster recovery plans
B. Be limited to specific high-value areas of the organization
C. Focus on crisis management
D. Include as many of the organization's products and services as possible

Answer: B

Explanation:
The CBCI 7.0 course advises that when establishing a BCMS, an initial focused scope limited to high-value or critical parts of the organization is practical to manage complexity and costs effectively. This allows targeted efforts on areas that pose the greatest risks or have the most significant impact on continuity. Over time, the scope can be expanded as maturity develops. Including everything initially or focusing only on IT disaster recovery limits effectiveness or overcomplicates early efforts, respectively. Crisis management is part of BCMS but not the sole focus of the initial scope.
Reference:CBCI 7.0 Study Guide, Module 1: Scope and Planning, pages 30-33.

NEW QUESTION # 36
Which of the following could the Business Continuity professional use to explain how embracing Business Continuity could add value to the organization?

A. It will increase health and safety standards in the organization by reducing stress levels as personnel do not need to be concerned during disruptions
B. It will enable senior managers to delegate their responsibilities to team members as personnel will be willing to take on additional accountabilities leaving senior managers free to develop new products and services
C. It will resolve all conflicts between personnel and departments in the organization as personnel will re- focus their priorities to shared Business Continuity activities
D. It increases competitive advantage by increasing the ability of the organization to remain operational in the face of a disruption

Answer: D

Explanation:
The CBCI 7.0 course stresses thatembracing Business Continuity adds value primarily by enhancing organizational resilience, which translates into a competitive advantage. Being able to maintain operations during disruptions preserves customer confidence, safeguards revenue, and protects reputation. While improved health and safety and conflict resolution are indirect benefits, they are not the primary value drivers.
Delegating responsibilities effectively supports continuity but does not capture the strategic benefit.
Communicating resilience as a competitive edge helps secure leadership buy-in and resource allocation for continuity initiatives.
Reference:CBCI 7.0 Study Guide, Module 4: Business Continuity Culture and Value, pages 66-69.

NEW QUESTION # 37
Which of the following would NOT be taken into account when developing and drafting a Business Continuity policy?

A. Providing detailed background information in the introduction to the policy which explains, with examples, how the new approach will be different from past approaches
B. Setting expectations for how the BCMS will be operationalized
C. Using concise and straightforward language that is accessible to all personnel
D. Designing the policy to be appropriate to the type of organization and to reflect the culture and operating environment

Answer: A

Explanation:
The CBCI 7.0 course indicates that Business Continuity policies should beclear, concise, and focused on the organization's current continuity objectives and governance, rather than including detailed historical background or examples of past approaches. The policy is a guiding document that sets expectations and scope, written in accessible language tailored to the organization's culture and operating environment.
Extensive background details can dilute the clarity and purpose of the policy, making it less effective as a communication tool. Operationalization expectations and cultural appropriateness are key inclusions.
Reference:CBCI 7.0 Study Guide, Module 1: Policy Development, pages 15-18.

NEW QUESTION # 38
Strategic, tactical, and operational plans should always be activated:

A. When cascaded down from the strategic team
B. Based on the conditions or circumstances documented in the relevant team plan
C. Simultaneously
D. Only after it is determined that full activation of all teams is necessary

Answer: B

Explanation:
The CBCI 7.0 course specifies that activation of strategic, tactical, and operational plans must bebased on the conditions or triggering events detailed in each specific plan. Each plan type serves distinct purposes at different organizational levels and phases of incident response. Strategic plans set the overarching direction; tactical plans translate this into actions, and operational plans provide detailed task instructions. The triggering conditions-such as incident severity, scope, or impact-dictate when each plan should be activated to optimize resource use and response effectiveness. Simultaneous activation is neither practical nor efficient. Activation cascading from the strategic team is a controlled process, but ultimately depends on predefined triggers, ensuring an orderly and appropriate escalation.
Reference:CBCI 7.0 Study Guide, Module 5: Plans and Procedures, pages 84-87.

NEW QUESTION # 39
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James Cole James Cole

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