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BCI CBCI試験問題集で[2025年最新] 練習 高合格率な試験問題集問題
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質問 # 25
Within the context of risk assessment, the identification of solutions is influenced by a variety of business relevant considerations, including:
- A. Compliance with regulatory requirements
- B. Timely production of quality assurance audit trails
- C. Ensuring that communication protocols are observed
- D. Delivering performance targets
正解：A
解説：
The CBCI 7.0 course highlights thatcompliance with regulatory requirementsis a critical consideration when identifying risk treatment solutions. Regulatory frameworks often impose mandatory controls or guidelines that shape the selection and design of Business Continuity solutions to ensure legal adherence and avoid penalties. While performance targets, audit trails, and communication protocols are important operational elements, they are subordinate to regulatory compliance, which acts as a baseline constraint and influence on continuity planning. Effective risk solutions balance operational effectiveness with mandatory compliance, supporting sustainable and defensible Business Continuity strategies.
Reference:CBCI 7.0 Study Guide, Module 3: Risk Assessment and Treatment, pages 51-54.
質問 # 26
When carrying out the Business Impact Analysis (BIA) process, the Business Continuity professional should use a consistent approach to determine priorities of products, services, and activities. Which of the following is a method that could be used?
- A. A gap analysis
- B. A standardized risk rating table
- C. A risk assessment matrix
- D. Pre-defined impact thresholds
正解：D
解説：
The CBCI 7.0 course details that usingpre-defined impact thresholdsis an effective and consistent method for prioritizing products, services, and activities during a BIA. These thresholds establish clear criteria for impact levels across various categories, such as financial loss, reputational damage, and regulatory consequences. By applying standardized thresholds, organizations can objectively assess and compare the criticality of different business functions, ensuring that prioritization aligns with organizational risk appetite and strategic objectives. This approach promotes consistency, transparency, and repeatability in BIA processes. While risk matrices and gap analyses are useful tools in risk management, pre-defined impact thresholds directly guide priority-setting within BIAs.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 46-48.
質問 # 27
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
正解：A
解説：
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.
質問 # 28
The purpose of a Business Continuity policy is to:
- A. Initiate the development of an effective response structure in case of disruption to products or services within the scope of the Business Continuity Management System (BCMS)
- B. Enable the Business Continuity professional to issue instructions to all on the changes that they will be required to make
- C. Establish shared understanding of the importance of a BCMS and its relevance to the organization
- D. Share the outcomes of a Business Impact Analysis with internal and external stakeholders
正解：C
解説：
A Business Continuity policy acts as a foundational document that communicates the organization's commitment to Business Continuity and sets out its scope, objectives, and principles. The CBCI 7.0 course stresses that the policy fosters a shared understanding across the organization about the importance of the BCMS and ensures that personnel recognize its relevance to their roles. It does not specify operational details or mandate actions but guides governance and culture. The policy supports alignment of efforts and continuous improvement of the BCMS.
Reference:CBCI 7.0 Study Guide, Module 1: Establishing the BCMS, pages 20-22.
質問 # 29
Which method of measuring culture requires periodic checks to determine the percentage of the organization's personnel currently covered by existing Business Continuity culture initiatives?
- A. Business Continuity awareness
- B. Unstructured observation
- C. Culture index
- D. Behavioural consistency
正解：A
解説：
The CBCI 7.0 course identifiesBusiness Continuity awarenessmeasurement as a method involving regular assessments of personnel engagement levels with Business Continuity culture initiatives. Periodic checks gauge how many employees have been reached by awareness programs, training, and communications. This quantitative approach provides tangible data on the penetration of continuity culture across the organization, informing areas needing focus or improvement. Unlike unstructured observations or broader culture indices, awareness measurement specifically targets the spread and effectiveness of Business Continuity messaging and understanding.
Reference:CBCI 7.0 Study Guide, Module 4: Measuring and Developing Culture, pages 72-75.
質問 # 30
The scope of the Business Continuity Management System (BCMS) should be reviewed if:
- A. An exercise activity reveals that changes to operational procedures are needed
- B. There is a change to the internal or external operating context
- C. Personnel are not embracing Business Continuity and a new approach to engage them is required
- D. A new Business Continuity professional is appointed and they provide a fresh focus on the approach to be taken
正解：B
解説：
The CBCI 7.0 course defines that the BCMS scope must be regularly reviewed and updated in response to significant changes in the organization's internal or external context. Such changes could include shifts in business operations, legal requirements, market conditions, or organizational structure that affect Business Continuity requirements. This ensures that the BCMS remains relevant and effective. While fresh perspectives and personnel engagement are important, scope reviews are driven by contextual changes.
Reference:CBCI 7.0 Study Guide, Module 1: Scope and Context, pages 25-28.
質問 # 31
When developing a new response structure, how should the Business Continuity professional proceed where a pre-existing structure is already in place?
- A. 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
- B. Teams and roles responsible for pre-existing plans should be assessed and, where appropriate, aligned and incorporated into the new structure with training provided
- C. 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
- D. 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
正解：B
解説：
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.
質問 # 32
In order to ensure that priority is given to activities with the shortest Recovery Time Objectives (RTOs), strategies can:
- A. Include a risk assessment to identify the best treatment option
- B. Include relevant extracts from the Business Impact Analysis (BIA)
- C. Highlight activities with short RTOs by categorising strategies by timeframe
- D. Identify workarounds for all activities other than those with short RTOs
正解：C
解説：
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.
質問 # 33
Which of the following would be the most effective and motivating way to share information that is intended to influence personnel to embrace Business Continuity?
- A. Send all information via email or the intranet on the assumption that this will be everyone's preferred, and most convenient, form of communication
- B. Ensure that attendance at meetings is recorded and reflected in the staff performance appraisals
- C. Provide detailed explanations on all of the organization and set regular tests to ensure that personnel are taking sufficient interest
- D. Use language that is clear and easily accessible to all when producing documents, presentations or training materials
正解：D
解説：
The CBCI 7.0 course highlights that themost effective way to motivate personnelis through clear, accessible, and engaging communication. Materials should be understandable regardless of role or background, avoiding jargon and complexity. This clarity facilitates comprehension and fosters genuine interest in Business Continuity. Detailed explanations and testing may overwhelm or alienate, while relying solely on email or intranet assumes preferences that may not be universal. Recording attendance links to compliance rather than motivation. Tailoring communication style and delivery to audience needs maximizes engagement and encourages embracement.
Reference:CBCI 7.0 Study Guide, Module 4: Communication and Engagement, pages 71-74.
質問 # 34
The time period defined by the Recovery Time Objective (RTO) should always be less than which of the following?
- A. The Minimum Business Continuity Objective (MBCO)
- B. The standard timeline set by the organization's customer services charter
- C. The Maximum Tolerable Period of Disruption (MTPD)
- D. The Recovery Point Objective (RPO)
正解：C
解説：
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.
質問 # 35
Which of the following is the first step in the process for developing recovery strategies and solutions?
- A. Training personnel to carry out strategy determination activities
- B. Carrying out a gap analysis to determine needs
- C. Developing a Business Continuity policy
- D. Consulting relevant stakeholders on draft designs and proposals
正解：B
解説：
The CBCI 7.0 course clarifies thatconducting a gap analysisis the initial step in developing recovery strategies and solutions. The gap analysis compares current Business Continuity capabilities with the requirements identified in the BIA and risk assessments, highlighting deficiencies that must be addressed.
This systematic evaluation informs strategy development by identifying where improvements or new solutions are necessary. While policy development and stakeholder consultation are important subsequent steps, gap analysis provides the evidence base required for informed decision-making. Training personnel comes later as part of implementation.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design, pages 91-95.
質問 # 36
Which of the following elements would NOT be validated by an exercise?
- A. The effectiveness and usability of relevant procedures
- B. The design and effectiveness of the business impact analysis process
- C. The availability of key information when required
- D. The reliability of systems and equipment
正解：B
解説：
Exercises focus on validating the practical elements of Business Continuity arrangements, including the availability of key information, usability of procedures, and reliability of systems and equipment under simulated conditions. The CBCI 7.0 course clearly distinguishes that thebusiness impact analysis (BIA) processitself is a planning and analysis activity, not a response function, and therefore is not subject to validation through exercises. BIAs are validated through reviews and audits rather than operational testing.
Exercises are designed to test response and recovery capabilities, communication flows, and system robustness in real-time or simulated disruptions. Validating the BIA design requires analytical review, stakeholder engagement, and continuous improvement processes, which occur separately from exercises. This differentiation ensures that exercises focus on operational readiness rather than procedural design.
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 115-117.
質問 # 37
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. A continuously available and stable power supply should be available to meeting locations
- B. At least two meeting locations should be stated with the team leader deciding which to use at the time of the incident
- C. Meeting arrangements should be stated in plans that are made available to all team members
- D. Meetings must always take place in a physical rather than virtual location
正解：D
解説：
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.
質問 # 38
In relation to a disruption to activities, the Minimum Business Continuity Objective (MBCO):
- A. Is the point set by top management for mobilizing response teams
- B. Should be attained either at the same time, or after, the RTO
- C. Is the point identified in the risk assessment when risks have been successfully mitigated
- D. Should be the Recovery Time Objective (RTO)
正解：B
解説：
The CBCI 7.0 course defines theMinimum Business Continuity Objective (MBCO)as the minimum level of services or outputs that must be maintained or restored to avoid unacceptable consequences. The MBCO is achieved either simultaneously with or after the Recovery Time Objective (RTO), as the RTO specifies when recovery should be complete for prioritized activities. MBCO sets a baseline for continuity, focusing on critical minimum outputs, rather than risk assessment milestones or managerial mobilization decisions.
Understanding this sequencing supports realistic and measurable recovery planning.
Reference:CBCI 7.0 Study Guide, Module 3: Recovery Objectives and Impact Analysis, pages 58-60.
質問 # 39
Strategies to resume business operations following a disruption are based on the outcomes of the:
- A. Collaborations generated by the organization's Business Continuity culture
- B. Analysis of Maximum Tolerable Period of Disruption (MTPD) and Recovery Time Objectives (RTO)
- C. Governance structures established for the Business Continuity Management System (BCMS)
- D. Negotiations with stakeholders regarding their minimum requirements in a disruption
正解：B
解説：
The CBCI 7.0 course clarifies thatstrategies for resuming operationsare developed primarily based on the analysis of the Maximum Tolerable Period of Disruption (MTPD) and the Recovery Time Objectives (RTO).
The MTPD defines the maximum duration an activity can be disrupted before causing intolerable impact, while the RTO sets the target time to restore that activity. These recovery parameters provide clear, measurable goals for strategy development, ensuring continuity efforts focus on minimizing downtime and impact. Although stakeholder input and organizational culture influence strategy implementation, the technical parameters of MTPD and RTO form the foundational basis for solutions.
Reference:CBCI 7.0 Study Guide, Module 3: Recovery Objectives, pages 56-59.
質問 # 40
Where social media is a key element in an organization's communications response strategy, it is important for the organization to:
- A. Ensure all staff who engage with social media are aware of the need to keep a note of their engagement in case valuable contacts are secured through this route
- B. Limit social media engagement to one-way communications as only the organization's formal statements and opinions are required
- C. Build up followers and establish a social media presence before an incident
- D. Empower all staff to engage with social media to ensure that information during a disruption can be delivered quickly
正解：C
解説：
The CBCI 7.0 course highlights that an effective social media strategy requiresestablishing and nurturing a following before incidents occur. A pre-existing audience ensures messages disseminated during disruptions reach stakeholders promptly and credibly. While empowering staff to engage may lead to inconsistent messaging and risks, centralized management ensures accuracy and control. Recording engagement can be useful but is secondary. Limiting social media to one-way communications may reduce interaction but safeguards message consistency. Building presence early is foundational to effective crisis communications.
Reference:CBCI 7.0 Study Guide, Module 6: Crisis Communications, pages 110-114.
質問 # 41
Which of the following statements best describes the relationship between Business Continuity strategies and solutions?
- A. Strategies are based on the outcomes of the Business Impact Analysis (BIA) whereas solutions are based on the outcomes of the risk assessment
- B. Strategies focus on the methods and procedures for business as usual activities whereas solutions focus on the treatments and actions to minimize risks
- C. Strategies align to the direction set out in the Business Continuity policy whilst solutions address the outlined objectives in the Business Continuity Management System (BCMS)
- D. Strategies are high-level approaches for meeting the organization's Business Continuity requirements whereas solutions detail how the strategies will be implemented
正解：D
解説：
According to CBCI 7.0,strategies represent the high-level approachesthat define how the organization will maintain or recover critical operations, aligned with Business Continuity requirements identified through BIAs and risk assessments. Solutions, on the other hand, are thespecific, detailed methods and resources deployed to implement these strategies effectively. Strategies set the direction, while solutions translate these into practical capabilities such as alternate site arrangements, backup systems, or communication plans.
Distinguishing strategies from solutions clarifies planning and execution responsibilities within the BCMS.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design, pages 88-90.
質問 # 42
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. Defining the initial BCMS scope
- B. Measuring Business Continuity culture
- C. Identifying and assigning Business Continuity Management System (BCMS) roles and responsibilities
- D. Developing an exercise programme
正解：A
解説：
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.
質問 # 43
Establishing governance arrangements for a Business Continuity Management System (BCMS) is essential in order to:
- A. Commission research into approaches taken by organizations
- B. Ensure that there is ongoing commitment across all organizational functions and levels
- C. Develop a project risk register and carry out appropriate risk assessments in the workplace
- D. Enable the Business Continuity professional to establish their authority and issue instructions on the actions that need to be taken
正解：B
解説：
The CBCI 7.0 course stresses that governance arrangements are key to securingongoing commitment and support across all levels and functionswithin an organization. Effective governance structures facilitate leadership involvement, resource allocation, decision-making, and accountability, which are crucial for embedding Business Continuity. While project risk registers and research are valuable tools, and authority is necessary, governance's primary function is to maintain organization-wide engagement and alignment, ensuring the BCMS is sustained and evolves with business needs.
Reference:CBCI 7.0 Study Guide, Module 1: Governance, pages 22-25.
質問 # 44
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