手に入れよう！は2026年最新の有効な実践問題であなたのCBCI試験を合格させる（本日更新された93問)
CBCI 7.0 Certification Course CBCI試験実践テスト問題集解答豪華セットを使おう！
質問 # 44
Which of the following is a principle to be adhered to when producing communications during a disruption?
- A. In order to ensure that communications are not delayed, only pre-agreed general statements, without any reference to the specific disruption, may be released to pre-agreed interested parties
- B. Senior personnel in areas affected by the disruption should take the lead in producing and releasing accurate information via media
- C. Communications should be so that individuals involved in the disruption can be directly contacted by interested parties
- D. Communications should be consistent with the organization's beliefs, culture, values and value proposition
正解：D
解説：
Effective communication during disruption must align with the organization's core beliefs, culture, and values to maintain trust and credibility. The CBCI 7.0 course highlights that consistent messaging helps ensure stakeholders understand the organization's position and response approach. Communications must be transparent and reflect organizational identity, supporting both internal morale and external reputation.
Delegation of communications to appropriate experts and timely information sharing are also important but must be aligned with organizational values for coherence.
Reference:CBCI 7.0 Study Guide, Module 6: Communications and Media Management, pages 115-118.
質問 # 45
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. 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
- C. 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
- 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
正解：A
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 # 46
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 outcomes of a gap analysis to identify where there is greatest need for Business Continuity capability to be improved
- B. The scope of the Business Continuity Management System (BCMS)
- C. Consultation with internal and external stakeholders on the extent of analysis that is required
- D. The outcomes of an organization's risk assessment to determine which part of the organization is at greatest risk
正解：B
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 # 47
When implementing solutions so that they can be deployed to respond to disruption, the Business Continuity professional should:
- A. Allocate implementation to the relevant teams and instruct them to manage the implementation as they see fit and to their own timelines
- B. Empower the implementation team to make changes to specifications without referring back to top management
- C. Review and revise the specifications for each solution developed in the design phase prior to launching them
- D. Work with the teams who will utilize the solutions to develop any new systems or tools required to enable implementation
正解：D
解説：
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.
質問 # 48
Which of the following is NOT correct in relation to Business Continuity plans?
- A. They may include scenario-specific plans that are designed to address a particular threat
- B. They should be validated before being deemed operational
- C. They should contain detailed step-by-step instructions on what to do for every eventuality that could occur
- D. They should be kept up to date
正解：C
解説：
The CBCI 7.0 course explains that Business Continuity plansshould not contain detailed step-by-step instructions for every possible eventuality, as this is impractical and can lead to overly complex, difficult-to- maintain plans. Instead, plans should provide clear, actionable guidance and procedures that focus on managing the most likely or impactful scenarios. Scenario-specific plans targeting particular threats can complement overarching plans to address specific risks more thoroughly. Validation through exercises and reviews is essential to confirm operational readiness, and plans must be regularly updated to reflect changes in organizational context, resources, and threats. Over-detailing can hinder flexibility and rapid decision-making during actual incidents.
Reference:CBCI 7.0 Study Guide, Module 5: Plans and Procedures, pages 80-82.
質問 # 49
Which of the following explains the value that can be added when personnel embrace Business Continuity rather than seeing it as something embedded in their job role?
- A. Personnel are aware of Business Continuity and attend meetings if required to
- B. Personnel complete tasks as instructed within the time allocated
- C. Personnel feel committed to Business Continuity and ensure that their tasks are completed promptly and with attention to detail
- D. Personnel view Business Continuity as additional requirements which demand further training
正解：C
解説：
Personnel who genuinely embrace Business Continuity demonstrate commitment beyond compliance, proactively ensuring tasks related to continuity are completed promptly and with thoroughness. The CBCI 7.0 course stresses that this attitude leads to better preparedness, reduces risks, and enhances recovery capabilities, driving organizational resilience. Merely attending meetings or completing tasks as instructed reflects minimal engagement, whereas embracing continuity fosters ownership and accountability.
Reference:CBCI 7.0 Study Guide, Module 4: Business Continuity Culture and Engagement, pages 72-74.
質問 # 50
Which type of exercise is always carried out in the normal operational environment, alternative premises, or command centres and is designed to include everyone that could be involved in the response if the incident were real?
- A. Scenario
- B. Discussion-based
- C. Live
- D. Simulation
正解：C
解説：
The CBCI 7.0 course describeslive exercisesas the most comprehensive type of Business Continuity exercise.
These are conducted in actual or alternate operational environments, including command centres, to simulate real incident conditions as closely as possible. Live exercises involve all personnel who would participate in an actual incident response, testing systems, processes, communication, and physical infrastructure. Their scope, realism, and inclusiveness help identify practical issues that other exercise types may miss. They require significant resources and planning but provide critical assurance of organizational preparedness under authentic conditions.
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 120-122.
質問 # 51
Strategies to resume business operations following a disruption are based on the outcomes of the:
- A. Analysis of Maximum Tolerable Period of Disruption (MTPD) and Recovery Time Objectives (RTO)
- B. Governance structures established for the Business Continuity Management System (BCMS)
- C. Negotiations with stakeholders regarding their minimum requirements in a disruption
- D. Collaborations generated by the organization's Business Continuity culture
正解：A
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 # 52
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 internal audit
- C. For submission to top management for final approval
- D. For planning an exercise
正解：C
解説：
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.
質問 # 53
In order to enable Business Continuity solutions, it is necessary to:
- A. Measure capabilities to deliver the solutions by carrying out a gap analysis
- B. Create guidance documents that detail response activities and procedures that specific teams need to follow
- C. Carry out a review of the Business Continuity policy to ensure that it is updated with the detail of the agreed solutions
- D. Establish and implement a strategy to ensure that business objectives are aligned to the agreed solutions
正解：D
解説：
The CBCI 7.0 course emphasizes thatestablishing and implementing a strategy aligned with business objectivesis fundamental to enabling Business Continuity solutions. Business Continuity solutions must not only be technically sound but also directly support the organization's goals and priorities. Alignment ensures that continuity efforts contribute meaningfully to sustaining critical operations and delivering value during and after disruptions. This strategic approach drives resource allocation, prioritizes recovery efforts, and integrates continuity planning into broader organizational frameworks. While gap analyses, guidance documents, and policy reviews support solution enablement, without strategic alignment solutions risk being disconnected from business needs and may fail to gain management support or achieve desired outcomes.
Reference:CBCI 7.0 Study Guide, Module 5: Enabling and Implementing Solutions, pages 98-101.
質問 # 54
An outcome of the Solutions Design process is:
- A. Assurance that all personnel have high levels of occupational competence in their job roles
- B. Business Continuity strategies and solutions that remain cost effective in terms of implementation and operational investment
- C. Strategies and solutions that lead to financial savings due to the reduction in personnel engaged in operational activities
- D. Arrangements that protect the organization from negative publicity during business as usual operations
正解：B
解説：
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.
質問 # 55
In order to ensure that priority is given to activities with the shortest Recovery Time Objectives (RTOs), strategies can:
- A. Highlight activities with short RTOs by categorising strategies by timeframe
- B. Include relevant extracts from the Business Impact Analysis (BIA)
- C. Include a risk assessment to identify the best treatment option
- D. Identify workarounds for all activities other than those with short RTOs
正解：A
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 # 56
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. Meeting arrangements should be stated in plans that are made available to all team members
- B. A continuously available and stable power supply should be available to meeting locations
- C. At least two meeting locations should be stated with the team leader deciding which to use at the time of the incident
- 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 # 57
In order to enable Business Continuity solutions, it is necessary to:
- A. Measure capabilities to deliver the solutions by carrying out a gap analysis
- B. Create guidance documents that detail response activities and procedures that specific teams need to follow
- C. Carry out a review of the Business Continuity policy to ensure that it is updated with the detail of the agreed solutions
- D. Establish and implement a strategy to ensure that business objectives are aligned to the agreed solutions
正解：D
解説：
The CBCI 7.0 course emphasizes thatestablishing and implementing a strategy aligned with business objectivesis fundamental to enabling Business Continuity solutions. Business Continuity solutions must not only be technically sound but also directly support the organization's goals and priorities. Alignment ensures that continuity efforts contribute meaningfully to sustaining critical operations and delivering value during and after disruptions. This strategic approach drives resource allocation, prioritizes recovery efforts, and integrates continuity planning into broader organizational frameworks. While gap analyses, guidance documents, and policy reviews support solution enablement, without strategic alignment solutions risk being disconnected from business needs and may fail to gain management support or achieve desired outcomes.
Reference:CBCI 7.0 Study Guide, Module 5: Enabling and Implementing Solutions, pages 98-101.
質問 # 58
Which of the following is NOT correct in relation to the purpose of defining the scope of the Business Continuity Management System (BCMS)?
- A. It establishes permanent parameters for the BCMS
- B. It ensures a clear understanding of the areas of the organization that are, and are not, covered by the BCMS
- C. It defines the BCMS on the organization's products, services, and activities
- D. It makes the best use of available time and finances
正解：A
解説：
The CBCI 7.0 course explains thatdefining the BCMS scope is a dynamic process, which means that the parameters set are not necessarily permanent and may be reviewed and revised as organizational needs, risks, and priorities evolve. While the scope provides clarity on which parts of the organization, products, services, and activities are included, it must remain flexible to adapt to change. Permanent or fixed parameters risk locking the BCMS into outdated or incomplete coverage, reducing effectiveness. Efficient use of time and resources is a benefit of appropriate scoping, but permanence is not a characteristic of good scope definition.
Reference:CBCI 7.0 Study Guide, Module 1: Scope and Context, pages 27-30.
質問 # 59
An example of regularly planned ongoing maintenance of the Business Continuity Management System (BCMS) is:
- A. Performing a check of backup equipment at the alternate site on a monthly basis
- B. Making changes to the evacuation procedures after an emergency building evacuation demonstrates the procedures include unexpected risks
- C. Taking corrective actions to revise the Business Continuity plan after an actual incident
- D. Examining with department heads the performance of their systems following near misses
正解：A
解説：
The CBCI 7.0 course highlights thatregularly scheduled maintenance activities, such as monthly checks of backup equipment, are essential for ensuring that Business Continuity resources remain operational and ready for use. Such preventative maintenance helps detect failures before incidents occur, supporting system reliability. While corrective actions and reviews following incidents or near misses are important, ongoing, planned maintenance is the proactive foundation of system resilience. Evacuation procedure changes are reactive and part of continual improvement, but routine equipment checks represent essential planned maintenance.
Reference:CBCI 7.0 Study Guide, Module 6: Maintenance and Continual Improvement, pages 140-142.
質問 # 60
Which type of review provides an evaluation of the Business Continuity Management System (BCMS) outputs against the requirements or expectations to determine whether Business Continuity is incorporated into every task undertaken through the BCMS?
- A. Post-incident Review
- B. Performance Appraisal
- C. Quality Assurance (QA)
- D. External Audit
正解：C
解説：
The CBCI 7.0 course identifiesQuality Assurance (QA) reviewsas evaluations that assess whether BCMS processes and outputs meet defined standards and requirements. QA examines whether Business Continuity principles and practices are effectively embedded into organizational tasks and workflows. Unlike performance appraisals (individual focus) or post-incident reviews (event focus), QA provides systematic assurance that Business Continuity is integrated consistently and effectively throughout the BCMS lifecycle.
External audits verify compliance but QA focuses on continuous process improvement.
Reference:CBCI 7.0 Study Guide, Module 6: Audit and Review, pages 134-137.
質問 # 61
Which of the following is a possible outcome of a gap analysis to establish whether new strategies and solutions are required?
- A. A schedule for sharing the outcomes with all personnel to invite their comments and encourage them to embrace Business Continuity
- B. A determination that Business Continuity capabilities exceed requirements and resources could be redistributed
- C. Agreement from top management that a Business Impact Analysis (BIA) should be completed to determine the new procedures required
- D. Validation exercises to confirm the findings of the gap analysis that can be presented to top management as part of the decision-making process
正解：B
解説：
A gap analysis identifies discrepancies between current capabilities and required Business Continuity needs.
The CBCI 7.0 course explains that outcomes may reveal that the organization's existing capabilities exceed what is necessary, offering opportunities to redistribute resources or adjust investments. This insight helps optimize resource allocation and improve efficiency. While validation exercises and communication plans are important subsequent steps, the immediate and tangible result of a gap analysis can include the reassessment of capability adequacy.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design and Gap Analysis, pages 95-98.
質問 # 62
The scope of the Business Continuity Management System (BCMS) should be reviewed if:
- A. Personnel are not embracing Business Continuity and a new approach to engage them is required
- B. A new Business Continuity professional is appointed and they provide a fresh focus on the approach to be taken
- C. An exercise activity reveals that changes to operational procedures are needed
- D. There is a change to the internal or external operating context
正解：D
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 # 63
When preparing to carry out a Business Impact Assessment (BIA), the Business Continuity professional should:
- A. Consider the potential recovery strategies and solutions that may be implemented
- B. Review all relevant organization documents to help assess the appropriate parameters and factors to be applied during the process
- C. Consult with personnel to determine preferred ways of working in different departments
- D. Ensure that the process includes an external communications procedure
正解：B
解説：
The CBCI 7.0 course advises that before conducting a BIA, the Business Continuity professional should review organizational documentssuch as strategic plans, operational procedures, and risk registers to understand the context and determine appropriate parameters like impact categories and assessment criteria.
This preparation ensures that the BIA is aligned with organizational objectives and risks, enhancing the accuracy and relevance of findings. While consulting personnel, considering recovery strategies, and communication procedures are important, these typically occur later in the BCMS lifecycle. Proper groundwork through document review is essential for a focused and effective BIA process.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 40-43.
質問 # 64
Which of the following is a benefit of conducting an exercise?
- A. Increased understanding of the requirements set out in the Activities Business Impact Analysis (BIA)
- B. Confirmation that personnel are familiar with their roles, and authority in response to an incident
- C. Confirmation of how well Business Continuity is incorporated into the tasks pertaining to the Business Continuity Management System (BCMS)
- D. Validation of the Business Continuity Management System (BCMS) against standards, regulations and legislation
正解：B
解説：
The CBCI 7.0 course details that one of the primary benefits of conducting Business Continuity exercises is to confirm that personnel understand their roles and the authority they possess during an incident.
Exercises simulate actual disruption scenarios, allowing participants to practice decision-making, communication, and coordination within their roles. This hands-on engagement reveals gaps in knowledge, clarifies responsibilities, and builds confidence, which are crucial for effective incident management. While exercises contribute to validating BCMS processes and improving task integration, their immediate operational benefit is ensuring personnel readiness and role familiarity. Understanding the BIA requirements or regulatory compliance are indirect benefits but not the core purpose of exercises. Exercises also reinforce the practical application of plans, helping teams to respond efficiently under pressure.
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 121-124.
質問 # 65
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. Delivering performance targets
- C. Ensuring that communication protocols are observed
- D. Timely production of quality assurance audit trails
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 # 66
Which of the following is essential to ensure the ongoing effectiveness and relevance of a Business Continuity Management System (BCMS) and should be built into the initial process to establish a BCMS?
- A. Developing internal and external communications systems to raise the profile of the BCMS and highlight successful steps in the development
- B. Ensuring compliance with legal requirements across the company and developing a register of any risks
- C. Determining how the BCMS will be monitored, reviewed and continually improved over time
- D. Carrying out health and safety risk assessments in all parts of the organization and making a commitment to repeat these assessments every year as part of the BCMS
正解：C
解説：
The CBCI 7.0 course stresses thatestablishing mechanisms for ongoing monitoring, review, and continual improvementis a foundational element of the BCMS. This ensures the system remains effective, adaptable, and relevant as organizational contexts and risks evolve. Building these processes into the initial BCMS design facilitates proactive management of changes, drives performance enhancement, and aligns with ISO
22301 standards for Business Continuity. While communication systems, safety assessments, and compliance registers are important, they do not substitute for structured continual improvement processes, which embed resilience into organizational culture and operations.
Reference:CBCI 7.0 Study Guide, Module 1: Establishing the BCMS, pages 15-20.
質問 # 67
When setting up any individual exercise, which of the following should be taken into consideration in relation to risks to business as usual?
- A. The disruption caused by the exercise and any impact should be planned in advance, monitored and controlled during the exercise and minimised
- B. Personnel, including senior managers, should be instructed to consider the exercise as a priority and ignore any risks to business as usual that may arise during the exercise
- C. Pre-existing business as usual commitments should be treated as a secondary consideration to ensure that these commitments do not undermine the exercise activity
- D. Any impacts of the exercise on business as usual should be written off in advance as an acceptable cost of carrying out the exercise
正解：A
解説：
Exercising business continuity plans involves balancing the need to simulate realistic scenarios while minimizing unintended disruption to normal operations. The CBCI 7.0 course instructs that exercise planners must anticipate and control any business as usual impacts through careful planning, monitoring, and mitigation during the exercise. Ignoring risks or dismissing business as usual commitments undermines organizational operations and can reduce support for continuity activities. Managing disruption effectively ensures exercises achieve their objectives without unnecessary operational costs.
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 127-130.
質問 # 68
......
完全版最新の問題集PDFで最新CBCI試験問題と解答：https://jp.fast2test.com/CBCI-premium-file.html
本日更新された最新のCBCIのPDFはCBCI無料お試し可能です：https://drive.google.com/open?id=1E_II4jfNoB-5EgIf05bNvuGICABN0k34