[2026年03月] 検証済みBCI CBCIリアル豪華お試しセット試験問題集でPDF
CBCI問題集PDF最新 [2026年最新] 究極の学習ガイド
質問 # 12
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 # 13
Which of the following statements best describes the relationship between Business Continuity strategies and solutions?
- A. Strategies are high-level approaches for meeting the organization's Business Continuity requirements whereas solutions detail how the strategies will be implemented
- B. 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)
- C. Strategies focus on the methods and procedures for business as usual activities whereas solutions focus on the treatments and actions to minimize risks
- D. Strategies are based on the outcomes of the Business Impact Analysis (BIA) whereas solutions are based on the outcomes of the risk assessment
正解：A
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 # 14
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
正解：B
解説：
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.
質問 # 15
In order to enable Business Continuity solutions, it is necessary to:
- A. Create guidance documents that detail response activities and procedures that specific teams need to follow
- B. Measure capabilities to deliver the solutions by carrying out a gap analysis
- 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 # 16
Which of the following is NOT a critical requirement for an effective response structure?
- A. Guidance on when regulators should be notified and be included in the response
- B. A plan to exercise the escalation and response
- C. A plan to communicate with internal and external interested parties
- D. The number and type of teams required by the organization
正解：A
解説：
While communication plans, team structure, and exercising escalation and response are essential for an effective Business Continuity response structure, specific guidance on regulator notification, although important, is not typically considered a core structural element. The CBCI 7.0 course outlines that regulatory communications are usually integrated within communication plans but are not a standalone requirement for response structures. The focus remains on establishing clear roles, responsibilities, and communication mechanisms.
Reference:CBCI 7.0 Study Guide, Module 2: Response Structures, pages 75-78.
質問 # 17
During a discussion-based exercise, the exercise facilitator is notified of a threat that could compromise participant safety. The facilitator's next step will be:
- A. Call a short break to allow time to determine how to proceed
- B. Use a pre-determined code word to notify all participants of suspension of the exercise
- C. Continue with the exercise unless otherwise notified
- D. Begin gathering more details about the situation
正解：B
解説：
Participant safety is paramount during all exercises. The CBCI 7.0 course mandates that facilitators usepre- determined code words or signalsto immediately and discreetly communicate the suspension of an exercise if a real threat to safety emerges. This protocol ensures that all participants receive a clear, consistent message to halt activities without causing panic or confusion. Gathering more details or calling a break delays decisive action and risks exposure. Continuing the exercise despite threats is unacceptable and breaches duty of care.
Pre-established emergency communication protocols allow swift, safe responses that prioritize participant well-being above all else.
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 122-124.
質問 # 18
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 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
- B. It increases competitive advantage by increasing the ability of the organization to remain operational in the face of a disruption
- 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 will increase health and safety standards in the organization by reducing stress levels as personnel do not need to be concerned during disruptions
正解：B
解説：
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.
質問 # 19
When establishing a Business Continuity Management System (BCMS), engagement with stakeholders is important. Which of the following is NOT a reason for engaging with internal stakeholders?
- A. Existing policies and procedures may be relevant to the BCMS so early identification will reduce the risk for duplication of work
- B. Involving stakeholders will reduce the workload and responsibilities of the Business Continuity Professional as administrative activities can be delegated to other staff
- C. Engagement of stakeholders will reduce the potential for conflict at later stages of the programme
- D. Early collaboration with colleagues will engage them in the process and secure support for the ongoing development and implementation of the BCMS
正解：B
解説：
While stakeholder engagement facilitates collaboration, reduces conflict, and helps identify relevant policies, it doesnotprimarily serve to lessen the workload of the Business Continuity Professional by delegating administrative tasks. The CBCI 7.0 course clarifies that stakeholder involvement is about gaining support, expertise, and ownership rather than shifting administrative burdens. The Business Continuity Professional retains core responsibility for managing the BCMS, though collaboration supports efficient and effective program delivery.
Reference:CBCI 7.0 Study Guide, Module 1: Stakeholder Engagement, pages 19-22.
質問 # 20
In relation to Solutions Design, a gap analysis is used to determine whether:
- A. The organization is performing at its optimum financial level
- B. Personnel are embracing Business Continuity sufficiently well to deliver Business Continuity requirements
- C. New strategies and solutions are in order to meet Business Continuity requirements
- D. The results of an external audit are justified in terms of internal evidence of Business Continuity achievements
正解：C
解説：
A gap analysis is a critical evaluation tool used in the Solutions Design phase to identify differences between existing Business Continuity capabilities and what is required to achieve organizational resilience. The CBCI
7.0 course specifies that this analysisdetermines if new or revised strategies and solutions are neededto meet Business Continuity requirements effectively. By comparing current states with desired outcomes, the gap analysis highlights areas lacking adequate controls, resources, or processes. It drives decision-making for prioritizing improvements and investments in continuity measures. This systematic assessment ensures that Business Continuity strategies are fit for purpose and aligned with evolving risks and business objectives. It is not focused on financial performance or audit justifications but on actionable capability enhancements.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design and Gap Analysis, pages 95-99.
質問 # 21
Which of the following is NOT correct in relation to Business Continuity plans?
- A. They should contain detailed step-by-step instructions on what to do for every eventuality that could occur
- B. They should be validated before being deemed operational
- C. They should be kept up to date
- D. They may include scenario-specific plans that are designed to address a particular threat
正解：A
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 # 22
Which of the following is a technique for collecting Business Impact Analysis (BIA) information?
- A. Questionnaires and surveys
- B. Monthly budget reviews
- C. Workplace health and safety reviews
- D. Workplace observation
正解：A
解説：
Questionnaires and surveys are widely used and effective techniques for gathering BIA information. They enable the Business Continuity professional to collect standardized data on activity priorities, dependencies, and recovery requirements from a broad range of stakeholders. The CBCI 7.0 course highlights that well- designed questionnaires provide structured insights while being scalable and efficient, especially in larger organizations. While workplace observation and reviews provide useful context, and budget reviews may give financial perspectives, they are not primary tools for capturing the detailed operational data needed for BIAs.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 45-48.
質問 # 23
An example of regularly planned ongoing maintenance of the Business Continuity Management System (BCMS) is:
- A. Examining with department heads the performance of their systems following near misses
- 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. Performing a check of backup equipment at the alternate site on a monthly basis
正解：D
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 # 24
In relation to governance roles and responsibilities, what should be put in place to ensure that the responsibilities of each Business Continuity Management System (BCMS) role holder will be fulfilled should the primary role holder be ill, out of the area, or be otherwise unavailable?
- A. A subject matter expert will be assigned as the deputy for each primary BCMS role holder
- B. The Business Continuity professional will temporarily take over the responsibilities of the absent role holder
- C. The Incident Response Team will assume responsibility for the responsibilities of the absent BCMS role holder
- D. Responsibilities of the absent role holder will be put on hold while a substitute is located
正解：A
解説：
The CBCI 7.0 course stipulates thatappointing deputies or alternatesfor each BCMS role is a governance best practice ensuring continuity of responsibility and decision-making. Deputies are subject matter experts equipped to act on behalf of the primary role holder during absences, maintaining operational integrity and responsiveness. Relying on the Business Continuity professional or Incident Response Team to cover absent roles without formal deputization risks delays and gaps. Putting responsibilities on hold is unacceptable as it compromises continuity efforts.
Reference:CBCI 7.0 Study Guide, Module 1: Governance and Roles, pages 24-26.
質問 # 25
Strategic, tactical, and operational plans should always be activated:
- A. When cascaded down from the strategic team
- B. Simultaneously
- C. Only after it is determined that full activation of all teams is necessary
- D. Based on the conditions or circumstances documented in the relevant team plan
正解：D
解説：
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.
質問 # 26
The Process Business Impact Analysis (BIA):
- A. Is conducted prior to the Product and Services BIA
- B. Excludes processes that have been outsourced
- C. Identifies resource requirements and interdependencies
- D. Is optional and may be omitted
正解：C
解説：
The Process BIA focuses on understanding internal processes, their resource needs, and dependencies that impact the delivery of products and services. The CBCI 7.0 course underlines that this BIA level identifies critical resources, interdependencies among activities, and potential bottlenecks. It complements Product and Service BIAs by providing detailed operational insights necessary for designing effective recovery strategies.
Processes outsourced to third parties are typically included to ensure a complete picture. This analysis is a core component of the BIA framework and is not optional.
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis, pages 40-44.
質問 # 27
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. Culture index
- B. Business Continuity awareness
- C. Unstructured observation
- D. Behavioural consistency
正解：B
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 # 28
A shared understanding across the organization of the importance and relevance of the Business Continuity Management System (BCMS) and an understanding of how the BCMS will be used are outcomes of:
- A. Appointing a Business Continuity steering group
- B. An effectively communicated Business Continuity policy
- C. Providing access to a risk assessment
- D. Defining the scope of the BCMS
正解：B
解説：
An effectively communicated Business Continuity policy sets the tone for organizational commitment and clarifies the purpose, scope, and relevance of the BCMS. The CBCI 7.0 course stresses that clear communication of the policy ensures all personnel understand the BCMS's importance and how it will be applied, fostering engagement and shared responsibility. While defining scope and appointing steering groups are critical, they do not on their own generate organization-wide understanding. The policy acts as the foundational document promoting awareness and alignment.
Reference:CBCI 7.0 Study Guide, Module 1: Establishing the BCMS, pages 15-18.
質問 # 29
Which of the following is a factor to be taken into consideration when developing and using risk assessments?
- A. Risk assessments are based on estimations of the likelihood and consequences of a risk occurring
- B. Risk assessments will need to work undertaken during the Business Impact Analysis (BIA) to determine the products, services, and activities that need to be
- C. The time that has elapsed since the last assessment of risks in order to maintain its currency
- D. Risk assessments are primarily produced as information for regulators and auditors to provide evidence that the organization is monitoring and managing risks
正解：A
解説：
The CBCI 7.0 course explains thatrisk assessments fundamentally rely on evaluating the likelihood of risk occurrence and the consequencesif they materialize. This probabilistic approach enables prioritization and treatment planning. Although risk assessments inform BIAs and regulatory compliance, their primary purpose is to analyze potential risks in terms of impact and probability to guide effective continuity strategies.
Currency (timeliness) is important but secondary to the quality of likelihood and consequence evaluations, which form the basis of all risk decisions.
Reference:CBCI 7.0 Study Guide, Module 3: Risk Assessment Fundamentals, pages 48-51.
質問 # 30
Which of the following statements about the methods used to collect information following an exercise is correct?
- A. Surveys are especially effective if an exercise and its participants are spread out over multiple locations
- B. A hot debrief should be conducted within one month after the conclusion of an exercise
- C. Only senior level exercise participants should provide opinions during the debrief
- D. One-on-one interviews with all exercise participants should be conducted within one month following the exercise
正解：A
解説：
Surveys are a practical and efficient way to collect feedback from participants who may be geographically dispersed or involved in staggered exercise sessions. The CBCI 7.0 course emphasizes that surveys enable broad participation and timely input collection, which can be crucial when participants cannot all meet in person or at the same time. Hot debriefs are typically immediate post-exercise discussions, not extended over a month. One-on-one interviews and limiting input to senior personnel restrict breadth and may delay feedback.
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 125-128.
質問 # 31
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. Discussion-based
- B. Scenario
- C. Simulation
- D. Live
正解：D
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 # 32
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