[FREE] Business Continuity Management Exam Questions And Answers
A significant number of students, not only of part-time studies but also of full-time studies, combine studies with professional work. Conclusions: The results obtained in the study and the conclusions drawn from them provide a highly valuable...
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This puts into question not only the level and requirements set for students, but also their acquired level of expertise needed to pursue a professional career. Keywords: internal security, human resources management, business continuity management,...
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Question 2. How Does Business Continuity Work? Answer : Organisations can achieve effective business continuity by implementing a business continuity management system BCMS. It involves developing business continuity plans BCP to manage and protect against identified risks. Question 3. Organisations that certify to the Standard can: Prove to existing and potential clients that they have an effective BCMS that will enable continued service delivery in the event of an incident. Obtain an independent opinion about the effectiveness of their business continuity management programme, thereby providing assurance to stakeholders and the board; Accredited certification involves regular reviews and internal audits of the BCMS to make sure it functions as it should and continually improves; and Meet regulatory requirements.
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Certification to ISO provides a best practice approach to business continuity. Question 4. Answer : Whereas BCM makes sure that an organisation can continue to function while recovering from a disruption, disaster recovery is the process of returning a business or organisation to a state of normality. The two are closely linked. Disaster recovery usually takes place within a BCMS, outlining the technicalities of recovering specific operations, functions, sites, services or applications. A single business continuity plan might contain or refer to a number of disaster recovery plans. Question 5. If you plan for incidents that have little chance of occurring, you will be wasting time and resources.
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It would be even worse if you failed to identify a threat that came to pass, because you would have no way to manage the situation. Question 6. In the exercise, it is likely that a number of items will be listed; hence it is necessary to also rank them by how critical they are to the organisation and its mandate. However, the questions should first be answered from an organisational perspective.
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If an organisational business continuity plan exists, that information might be readily available. Question 7. Generally, the results of that engagement are a key source of revenue for the business, or are otherwise used to gauge its performance. Again, it may be necessary to rank the listed goods and services in order of priority, as acceptable delivery levels and downtime are likely to be more stringent for the most critical ones, and ultimately may vary across the list of products and services.
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Question 8. Answer : Although a key purpose of a business continuity plan is to focus on minimizing and managing the aftermath of a disruptive incident, it is critical to ensure that the plan also includes preventative measures that can be implemented and provide some redundancy against failure. Hence it is recommended that attention be given to identifying the types of disruptive incidents to which the organisation could be subject, and arranging them by likely frequency and potential impact on the organisation.
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Factors such as geographic and physical location, country and civil stability, the actual products and services offered, among other things, are likely to influence the types of disruptions listed, and how they are ranked. For example, tropical storms and hurricanes frequently occur across most of the Caribbean — from the Bahamas to Saint Vincent and the Grenadines, and so should feature prominently in plans developed in those countries.
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Question 1. What Is Business Continuity Management? Answer : Business continuity management BCM is the way organisations manage and respond to risks. The aim is to allow mission-critical functions to continue operating in the event of disruptions. This includes anything from bad weather to cyber attacks. Question 2. How Does Business Continuity Work? Answer : Organisations can achieve effective business continuity by implementing a business continuity management system BCMS. It involves developing business continuity plans BCP to manage and protect against identified risks. Question 3. Organisations that certify to the Standard can: Prove to existing and potential clients that they have an effective BCMS that will enable continued service delivery in the event of an incident.
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Obtain an independent opinion about the effectiveness of their business continuity management programme, thereby providing assurance to stakeholders and the board; Accredited certification involves regular reviews and internal audits of the BCMS to make sure it functions as it should and continually improves; and Meet regulatory requirements.
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Certification to ISO provides a best practice approach to business continuity. Question 4. Answer : Whereas BCM makes sure that an organisation can continue to function while recovering from a disruption, disaster recovery is the process of returning a business or organisation to a state of normality. The two are closely linked. Disaster recovery usually takes place within a BCMS, outlining the technicalities of recovering specific operations, functions, sites, services or applications. A single business continuity plan might contain or refer to a number of disaster recovery plans.
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Question 5. If you plan for incidents that have little chance of occurring, you will be wasting time and resources. It would be even worse if you failed to identify a threat that came to pass, because you would have no way to manage the situation. Question 6. In the exercise, it is likely that a number of items will be listed; hence it is necessary to also rank them by how critical they are to the organisation and its mandate. However, the questions should first be answered from an organisational perspective. If an organisational business continuity plan exists, that information might be readily available.
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Question 7. Generally, the results of that engagement are a key source of revenue for the business, or are otherwise used to gauge its performance. Again, it may be necessary to rank the listed goods and services in order of priority, as acceptable delivery levels and downtime are likely to be more stringent for the most critical ones, and ultimately may vary across the list of products and services. Question 8. Answer : Although a key purpose of a business continuity plan is to focus on minimizing and managing the aftermath of a disruptive incident, it is critical to ensure that the plan also includes preventative measures that can be implemented and provide some redundancy against failure. Hence it is recommended that attention be given to identifying the types of disruptive incidents to which the organisation could be subject, and arranging them by likely frequency and potential impact on the organisation. Factors such as geographic and physical location, country and civil stability, the actual products and services offered, among other things, are likely to influence the types of disruptions listed, and how they are ranked.
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For example, tropical storms and hurricanes frequently occur across most of the Caribbean — from the Bahamas to Saint Vincent and the Grenadines, and so should feature prominently in plans developed in those countries.
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To build a robust, full actionable plan, you must ask questions and consider what is missing or needs to be refined. You cannot begin to build your plan without understanding what processes and operations most impact your ability to conduct business and maintain services without incurring damage and loss. What are your chief products and services? What products or services would induce significant revenue or customer loss if they were undeliverable for a certain period of time? Knowing this information helps you better focus your efforts. What risks are your organization most likely to encounter based on your geographical location? Is your home office located in a flood-prone valley?
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Does your third-party vendor dwell in the snow-packed northern country? Are several of your satellite locations populating regions extreme heat inflicts power outages? Consider your unique weather patterns and other geographical influences on your facilities. Are employees prepared to address internet outages due to loss of power? What will you do if 90 percent of your workforce is unable to make it onsite due to heavy snowfall? What if an earthquake renders your office uninhabitable? Think it through and prepare for it. Do you have backup for crucial job functions and incident response tasks? Only in a perfect world would employees never get sick or go on vacation.
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What if your office gets hit by the latest stomach virus and your entire accounting department is out sick? Do you have another employee who can get payroll completed in time? Or what if top-management — which includes key incident responders — is visiting a conference when a crisis hits? Do you have other personnel who can step in and handle the situation appropriately? Can you avoid disruption of service when key locations are closed? Situations of any severity can cause a site closure — from something as devastating and destructive as a tornado hit to something as benign as a national holiday.
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Will you have enough product in stock if your manufacturing facility is closed? Do you have an alternate work site if your office is flooded? Do you have an emergency communication plans to reach employees? Do you have backups of all important data? If you do possess backups, when was the time they were updated? Failing to keep current backups of vital data plagues many enterprises. A backup made even a year ago may be obsolete or lack critical information at the very least. Also, are those backups kept on a separate server or locations from the originals?
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Storing backup data in the same location as the original defeats the purpose. Can you be certain your plan is without vulnerabilities? Do all employees know their role? Are all staff aware of the plan and, at least superficially, of its processes and procedures? What if one of your intended processes fails? These kinds of questions must be answered to ensure success. And these answers can be found by testing your plan. Want to remain resilient and protect your bottom line? Visit our website or contact an Castellan certified business continuity professional today. We will be happy to help. Get business continuity insights delivered to your inbox. Ready for some hands-on help?
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Never in my wildest imagination did I consider that a two hour question multiple choice exam during the COVID lockdown would prove to be one of the hardest events of my working life. How did this arise? Life in the military provides considerable experience and many of the skills learned are transferable to the civilian environment. However, civilian employers normally request to see a formal qualification sat alongside the practical experience that has been gained, and many service personnel have not been through this academic rigour. Resettlement courses taken as part of the transition process from a military to a civilian life are subsidised and assist the service leaver. This mechanism helped me to attend courses and gain qualifications in the Management of Risk and Agile Project Management.
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However, I did not undertake any formal business continuity training. We had served in the army together, so he knew my military background and that I am a French speaker. He needed to offer a French speaker as part of his bid to conduct business continuity management training for TAQA Morocco, and I was able to support him. Matthew explained to me the training that he had undertaken to pass the Certificate of the Business Continuity Institute CBCI exam and I started to research options for undertaking a five day course and the exam at the BCI. Being a student again Unfortunately, the UK entered lockdown and all live courses were postponed. The daunting prospect of an online training programme and exam was still on offer, but I felt very uncomfortable about undertaking this form of training sat in my office at home!
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Throughout the spring and summer of , I tracked the BCI website to see if there was any hope of live courses restarting, but nothing could take place because of ongoing COVID restrictions. Eventually, I went back to Matthew and informed him of the situation. This was duly achieved in early November with Ewan leading the training for 8 members of the Inverroy team based at our homes around the UK studying the BCI GPG book in order to prepare us all for the exam. Given time pressures for everyone, Ewan had to condense a four day training package into five sessions of 90 minutes. He left us some key exam tips but stressed that further detailed study and analysis of the GPG was the key requirement to prepare for the exam.
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Exam terror The training was the easy part of the exam preparation. There was the requirement to effectively learn the GPG by rote and to master the multiple choice techniques using the BCI mock exam of 50 questions as a template. Knowing that the exam requires questions to be answered in two hours but with twenty of those questions not counting towards the final score added to the fear factor. No pressure then! Having gained enough confidence that I was ready to sit the exam, I then took the leap and applied to the BCI. Finally, the proctor allowed me to start the exam. The proctor did not explain that the screen sharing box could be minimised, so I found out 45 minutes later that there was a clock on the screen and that it was possible to see the whole sentence of each possible answer. The heart sank on reading the first question and four proposed answers as it felt unlike anything that had been revised.
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The remaining questions had to be more straightforward…well that is for others to decide! I managed to provide answers to all questions but was utterly exhausted by the stress and concentration of the two hours. I breathed sighs of despair and relief as I pressed the "complete the exam" button to release me from the mental torture chamber. I was then dumbstruck when the next screen congratulated me on passing the exam. That online exam was undoubtedly one of the most stressful things that I have done during my professional life!
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I was the third member of the team to pluck up the courage and successfully pass the exam during lockdown. Using the skills of an Inverroy team member has enabled Matthew to conduct personnel development and training for all fulltime and associate staff despite the COVID restrictions. On a personal level, I am delighted that I now hold the status of CBCI so that I have the possibility to work solo in conducting business continuity training for Inverroy Crisis Management. I also now understand the physical and mental impact of what online lockdown learning has meant for schoolchildren and students over the past 12 months.
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However, I do know for certain that two hour question multiple choice online exams are a thing of the past for this mature student! If you would like assistance with your risk management and crisis response, then speak to our team at Inverroy Crisis Management Limited. Related Information: Inverroy have supported national parliaments, renewable energy companies and hydrocarbon energy companies in crisis management, emergency response and horizon-scanning in the UK, Iraq, Mexico, Ghana, Senegal, Niger and Morocco. We also have experience of working in Libya and DRC. Inverroy Crisis Management Ltd can offer energy companies a world-class resilience capability, encompassing emergency response, Business Continuity and Planning , Crisis Management , disaster recovery, horizon-scanning and risk management. Inverroy can also build genuine, long-term local business continuity capability on behalf of our clients, training, supporting, mentoring and exercising local staff.
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This education capability can be extended to local higher education Inverroy currently delivers both training and assessment in Risk Management modules to higher education in the UK. Delivering a business continuity capability like this supports clients to meet Environmental, Social, and Governance obligations, makes them a more trusted partner with host governments, makes them more attractive to investors, and makes them more likely to thrive in the long-term. Contact Information: For more details and advice, contact Inverroy at enquiries inverroy. ISRM Associate Consultant, providing advice in English and French across the defence and security sector with specific emphasis on enhancing operational capability, management of risk, resilience and business continuity management.
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Friday, May 28, 2021
Business Continuity Management Exam Questions And Answers
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