[Dec 20, 2025] Pass BCI CBCI Exam Info and Free Practice Test
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BCI CBCI Exam Syllabus Topics:
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NEW QUESTION # 43
Which of the following is NOT a critical requirement for an effective response structure?
- A. A plan to communicate with internal and external interested parties
- B. The number and type of teams required by the organization
- C. Guidance on when regulators should be notified and be included in the response
- D. A plan to exercise the escalation and response
Answer: C
Explanation:
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.
NEW QUESTION # 44
In relation to a disruption to activities, the Minimum Business Continuity Objective (MBCO):
- A. Is the point identified in the risk assessment when risks have been successfully mitigated
- B. Should be attained either at the same time, or after, the RTO
- C. Should be the Recovery Time Objective (RTO)
- D. Is the point set by top management for mobilizing response teams
Answer: B
Explanation:
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.
NEW QUESTION # 45
When setting up any individual exercise, which of the following should be taken into consideration in relation to risks to business as usual?
- A. 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
- B. Pre-existing business as usual commitments should be treated as a secondary consideration to ensure that these commitments do not undermine the exercise activity
- C. The disruption caused by the exercise and any impact should be planned in advance, monitored and controlled during the exercise and minimised
- 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
Answer: C
Explanation:
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.
NEW QUESTION # 46
The time period defined by the Recovery Time Objective (RTO) should always be less than which of the following?
- A. The Maximum Tolerable Period of Disruption (MTPD)
- B. The Recovery Point Objective (RPO)
- C. The standard timeline set by the organization's customer services charter
- D. The Minimum Business Continuity Objective (MBCO)
Answer: A
Explanation:
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.
NEW QUESTION # 47
When considering solutions for supplier strategies, the Business Continuity professional should ensure that:
- A. The solutions are reviewed by procurement prior to approval
- B. Suppliers can deliver high-quality products and services during business as usual situations
- C. Priority should be given to existing suppliers
- D. Suppliers have capability that aligns with the organization's Recovery Time Objectives (RTOs) that rely on them
Answer: D
Explanation:
Aligning supplier capabilities with the organization's RTOs is essential to maintain continuity of critical supply chain functions. The CBCI 7.0 course specifies that suppliers must be able to recover and deliver their products or services within timeframes that meet the organization's recovery requirements to avoid operational disruption. While quality in business as usual and procurement review are important, they do not guarantee supplier resilience. Prioritizing existing suppliers solely on relationship basis without evaluating continuity capability risks supply failures. Ensuring RTO alignment is a critical criterion in supplier strategy development.
Reference:CBCI 7.0 Study Guide, Module 5: Supplier and Resource Strategies, pages 97-100.
NEW QUESTION # 48
The organization's requirements for information and data resources should be considered as part of the Activity Business Impact Analysis (BIA). Which of the following is correct in relation to the Recovery Point Objective (RPO)?
- A. The RPO is the point to which information must be restored to enable all priority activities to operate on resumption
- B. The RPO should comply with data protection requirements
- C. All data users and activities have the same requirements; so only limited consultation is required to determine the RPO
- D. The RPO establishes the amount of time that IT services can be disrupted before the organization is impacted
Answer: A
Explanation:
Recovery Point Objective (RPO) defines the maximum acceptable age of data to be recovered following a disruption, effectively setting the point in time to which information must be restored. The CBCI 7.0 course explains that RPOs vary depending on the priority and criticality of activities, requiring consultation with data users to ensure continuity needs are met accurately. RPOs are crucial for developing backup and data recovery strategies and directly influence the selection of technical solutions. While data protection compliance is necessary, it is not the primary function of RPO. Additionally, RPO focuses on data restoration points, not on the duration IT services can be disrupted-that relates to Recovery Time Objective (RTO).
Reference:CBCI 7.0 Study Guide, Module 3: Business Impact Analysis and Recovery Objectives, pages 56-
59.
NEW QUESTION # 49
Which of the following is a factor to be taken into consideration when developing and using risk assessments?
- A. Risk assessments will need to work undertaken during the Business Impact Analysis (BIA) to determine the products, services, and activities that need to be
- B. Risk assessments are based on estimations of the likelihood and consequences of a risk occurring
- 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
Answer: B
Explanation:
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.
NEW QUESTION # 50
The purpose of an external audit of the Business Continuity Management System (BCMS) is to:
- A. Confirm that the organization is fully prepared to respond to incidents
- B. Assess the performance of the members of top management team in relation to Business Continuity
- C. Make recommendations on alternative ways of meeting recovery time objectives (RTOs)
- D. Provide independent assurance on a set of Business Continuity processes and controls
Answer: D
Explanation:
External audits provide independent verification that the BCMS complies with relevant standards, policies, and regulatory requirements. The CBCI 7.0 course clarifies that audits assess the design, implementation, and effectiveness of Business Continuity processes and controls to assure stakeholders that the system functions as intended. The audit does not specifically test operational readiness or management performance but focuses on conformance and control integrity, enabling informed decision-making about system improvements.
Reference:CBCI 7.0 Study Guide, Module 6: Audit and Review, pages 135-138.
NEW QUESTION # 51
Which of the following is a way to ensure that personnel remain committed to Business Continuity and to protecting the organization from the effects of disruption?
- A. Including Business Continuity as part of the introduction to meetings and events in order to strengthen and maintain the relationship between personnel and the organization
- B. Providing updates on Business Continuity activities via the intranet which personnel can find and read if they are interested
- C. Making it a disciplinary offence for personnel to miss relevant Business Continuity meetings and training events
- D. Holding annual assessments of Business Continuity knowledge and understanding and setting minimum pass standards which personnel must meet
Answer: A
Explanation:
To foster commitment, Business Continuity must be embedded in the daily organizational culture, not merely treated as an administrative requirement or compliance exercise. The CBCI 7.0 course highlights that including Business Continuity topics in the introductions to meetings and events encourages ongoing dialogue and reinforces its importance. This practice nurtures a sense of shared responsibility and engagement, which is more effective than punitive measures or passive communication. Embedding Business Continuity in routine interactions helps personnel internalize its significance, promotes continual awareness, and strengthens their relationship with the organization's resilience goals. This proactive, inclusive approach ensures commitment is sustainedover time, improving response effectiveness during disruptions.
Reference:CBCI 7.0 Study Guide, Module 4: Developing a Business Continuity Culture, pages 65-68.
NEW QUESTION # 52
One of the steps in the risk management process is to establish the risk treatment required. The purpose of risk treatment is to:
- A. Mitigate each risk identified by reducing the likelihood of the risk occurring or by lowering the impact of disruption
- B. Ensure that a named person within the organization takes responsibility for the monitoring and management of the risk
- C. Calculate a risk score based on the combination of the likelihood of the risk occurring and the consequences of this happening
- D. Ensure that regular updates on the current status of the risk are presented to top management
Answer: A
Explanation:
Risk treatment is a fundamental phase within the risk management process, focusing on how identified risks will be managed to reduce their potential impact or likelihood. The CBCI 7.0 course clarifies that risk treatment involves selecting and implementing measures to either prevent risks from occurring or to minimize their adverse effects on the organization. This step is critical to building resilience, as it directly influences the mitigation of unacceptable risks that could disrupt key business activities. While assigning responsibility, scoring risks, and reporting are important supporting actions, the core purpose of risk treatment is to apply controls and strategies that reduce risk exposure effectively, thereby enhancing continuity readiness.
Reference:CBCI 7.0 Study Guide, Module 3: Risk Management and Risk Treatment, pages 50-53.
NEW QUESTION # 53
For a strategic response team to be effective, its members should have:
- A. Ability to identify commercial opportunities in adverse situations
- B. A detailed understanding of each requirement set out in Business Continuity plans
- C. Skill in coordinating resources, operations and suppliers
- D. Decisiveness and the ability to make decisions quickly
Answer: D
Explanation:
Strategic response teams play a crucial role in managing crises by making timely, high-level decisions that guide the organization's overall continuity response. The CBCI 7.0 course emphasizes thatdecisiveness and rapid decision-makingare essential qualities for such teams, as delays can exacerbate disruptions and increase impacts. While coordination skills and understanding of Business Continuity plans are important, the strategic team must prioritize swift, confident decisions to steer operational teams and allocate resources effectively during dynamic and stressful situations. Identifying commercial opportunities is beneficial but secondary to ensuring continuity and stability.
Reference:CBCI 7.0 Study Guide, Module 2: Response Structures and Roles, pages 80-83.
NEW QUESTION # 54
Which of the following is correct in relation to simulation exercises?
- A. Simulation exercises involve only key participants rather than all personnel that could be involved in a real incident
- B. Simulation exercises are designed to mimic real incident responses in as close to a real-time environment as possible but usually involve only the key personnel whose roles are critical in managing the disruption. The CBCI 7.0 materials specify that simulation exercises test the decision-making, coordination, and response of these essential participants rather than the entire workforce, ensuring focused and practical validation of plans and capabilities. They differ from discussion-based exercises, which involve broader participation and are scenario discussions without time constraints. Simulation exercises maintain real-time pressures and operational realism, although full scenario details are typically not disclosed upfront to simulate uncertainty.
- C. Participants are provided with the full detail of the scenario prior to the exercise commencing, including any information and materials on issues that will arise during the scenario so they can be fully prepared
- D. Simulation exercises are always discussion-based
- E. There are no time constraints as the exercise is not running in real time so participants can take time to discuss issues that arise and alternative ways to address them
Answer: B
Explanation:
Reference:CBCI 7.0 Study Guide, Module 6: Exercising and Validation, pages 120-123.
NEW QUESTION # 55
When selecting solutions to mitigate unacceptable risks and single points of failure, the activity/resource owner will take into account:
- A. Advantages and disadvantages of the solution
- B. Findings from the Business Impact Analysis (BIA)
- C. The risks expected to materialise in the future
- D. The Business Continuity culture index
Answer: A
Explanation:
The CBCI 7.0 course clarifies that when activity or resource owners evaluate solutions, they must carefully consider theadvantages and disadvantagesof each option, including cost, feasibility, operational impact, and alignment with organizational goals. While BIA findings inform priority, and future risk projections shape preparedness, the practical trade-offs in implementing solutions are central to decision-making. The Business Continuity culture index is a tool for measuring engagement, not a direct factor in solution selection. Balanced assessment ensures that selected solutions are not only effective but sustainable and appropriate.
Reference:CBCI 7.0 Study Guide, Module 5: Solution Evaluation, pages 95-97.
NEW QUESTION # 56
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. Providing access to a risk assessment
- C. Defining the scope of the BCMS
- D. An effectively communicated Business Continuity policy
Answer: D
Explanation:
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.
NEW QUESTION # 57
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. Pre-defined impact thresholds
- C. A risk assessment matrix
- D. A standardized risk rating table
Answer: B
Explanation:
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.
NEW QUESTION # 58
In order to implement appropriate initiatives for influencing personnel to embrace Business Continuity and a Business Continuity culture, the Business Continuity professional should start by:
- A. Implementing a communications strategy to share information about the gaps in the organization's current Business Continuity plans
- B. Estimating the gap between the extent to which Business Continuity is currently embraced in the organization and the desired level at which Business Continuity should be embraced
- C. Conducting a Business Impact Analysis (BIA) that can be shared with all personnel
- D. Carrying out a gap analysis to identify whether the Business Continuity resumption capabilities meet the Business Continuity needs
Answer: B
Explanation:
The CBCI 7.0 course stresses that the initial step in fostering a Business Continuity culture isestimating the gapbetween the current level of personnel engagement and the desired state of embracement. This assessment identifies areas where awareness, commitment, or understanding are lacking, providing a baseline to tailor targeted initiatives. This gap analysis enables prioritization of interventions, whether training, communication, or leadership engagement, to bridge the cultural divide effectively. While BIAs and communication strategies support broader continuity efforts, assessing cultural gaps is a necessary precursor to driving meaningful behavioural change.
Reference:CBCI 7.0 Study Guide, Module 4: Business Continuity Culture, pages 68-70.
NEW QUESTION # 59
The purpose of an external audit of the Business Continuity Management System (BCMS) is to:
- A. Confirm that the organization is fully prepared to respond to incidents
- B. Assess the performance of the members of top management team in relation to Business Continuity
- C. Make recommendations on alternative ways of meeting recovery time objectives (RTOs)
- D. Provide independent assurance on a set of Business Continuity processes and controls
Answer: D
Explanation:
External audits provide independent verification that the BCMS complies with relevant standards, policies, and regulatory requirements. The CBCI 7.0 course clarifies that audits assess the design, implementation, and effectiveness of Business Continuity processes and controls to assure stakeholders that the system functions as intended. The audit does not specifically test operational readiness or management performance but focuses on conformance and control integrity, enabling informed decision-making about system improvements.
Reference:CBCI 7.0 Study Guide, Module 6: Audit and Review, pages 135-138.
NEW QUESTION # 60
Which of the following could the Business Continuity professional use to explain how embracing Business Continuity could add value to the organization?
- A. It increases competitive advantage by increasing the ability of the organization to remain operational in the face of a disruption
- B. It will increase health and safety standards in the organization by reducing stress levels as personnel do not need to be concerned during disruptions
- 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 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
Answer: A
Explanation:
The CBCI 7.0 course stresses thatembracing Business Continuity adds value primarily by enhancing organizational resilience, which translates into a competitive advantage. Being able to maintain operations during disruptions preserves customer confidence, safeguards revenue, and protects reputation. While improved health and safety and conflict resolution are indirect benefits, they are not the primary value drivers.
Delegating responsibilities effectively supports continuity but does not capture the strategic benefit.
Communicating resilience as a competitive edge helps secure leadership buy-in and resource allocation for continuity initiatives.
Reference:CBCI 7.0 Study Guide, Module 4: Business Continuity Culture and Value, pages 66-69.
NEW QUESTION # 61
Where social media is a key element in an organization's communications response strategy, it is important for the organization to:
- A. Build up followers and establish a social media presence before an incident
- B. Empower all staff to engage with social media to ensure that information during a disruption can be delivered quickly
- C. Limit social media engagement to one-way communications as only the organization's formal statements and opinions are required
- D. 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
Answer: A
Explanation:
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.
NEW QUESTION # 62
Which of the following is an action that the Business Continuity professional will take as part of the process of strategy determination?
- A. Prepare a communications brief to advise all external stakeholders of the outcome of the gap analysis and the plan for acting on the findings
- B. Design a strategy for agreement with top management that can then be delegated to the relevant owners of priority products, services, activities, and processes
- C. Develop a mandatory training schedule to ensure that all personnel are required to address any skills gaps relevant to the delivery of priority products, services, activities, and processes
- D. Work with the relevant product, services, activity, or process owner to develop a specification for an appropriate solution
Answer: D
Explanation:
Strategy determination is a collaborative process where the Business Continuity professional works directly with owners of priority products, services, activities, or processes to develop detailed specifications for solutions that meet continuity requirements. The CBCI 7.0 course highlights this partnership as essential to ensure strategies are practical, aligned with operational realities, and capable of achieving recovery objectives.
While designing high-level strategies and managing communication are important, hands-on collaboration with operational owners facilitates realistic, implementable solutions. This approach increases ownership, ensures accuracy, and fosters smoother implementation.
Reference:CBCI 7.0 Study Guide, Module 5: Solutions Design, pages 92-95.
NEW QUESTION # 63
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. Live
- B. Scenario
- C. Simulation
- D. Discussion-based
Answer: A
Explanation:
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.
NEW QUESTION # 64
In relation to validation, what is meant by review?
- A. The process for assessing the suitability, adequacy, and effectiveness of the Business Continuity Management System (BCMS) and identifying opportunities for improvement
- B. The process to ensure that personnel have embraced business continuity and are complying with requirements
- C. The ability of an organization to develop business continuity solutions and to train personnel to implement them effectively
- D. The process to identify an event that could lead to disruption
Answer: A
Explanation:
The CBCI 7.0 course explains thatreviewrefers to the systematic process of evaluating the BCMS to assess whether it remains suitable, adequate, and effective in meeting organizational needs and objectives. Reviews identify areas for improvement, ensuring continual enhancement of Business Continuity capabilities. This encompasses analysis of internal and external factors, performance data, audit results, and feedback from exercises and incidents. It differs from compliance checks or personnel engagement assessments by focusing on the overall system's fitness for purpose, promoting proactive adaptation to changing risks and environments.
Reference:CBCI 7.0 Study Guide, Module 6: Audit and Review, pages 135-137.
NEW QUESTION # 65
Strategic, tactical, and operational plans should always be activated:
- A. Only after it is determined that full activation of all teams is necessary
- B. Based on the conditions or circumstances documented in the relevant team plan
- C. When cascaded down from the strategic team
- D. Simultaneously
Answer: B
Explanation:
The CBCI 7.0 course specifies that activation of strategic, tactical, and operational plans must bebased on the conditions or triggering events detailed in each specific plan. Each plan type serves distinct purposes at different organizational levels and phases of incident response. Strategic plans set the overarching direction; tactical plans translate this into actions, and operational plans provide detailed task instructions. The triggering conditions-such as incident severity, scope, or impact-dictate when each plan should be activated to optimize resource use and response effectiveness. Simultaneous activation is neither practical nor efficient. Activation cascading from the strategic team is a controlled process, but ultimately depends on predefined triggers, ensuring an orderly and appropriate escalation.
Reference:CBCI 7.0 Study Guide, Module 5: Plans and Procedures, pages 84-87.
NEW QUESTION # 66
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
Answer: C
Explanation:
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.
NEW QUESTION # 67
Which of the following statements about the methods used to collect information following an exercise is correct?
- A. Only senior level exercise participants should provide opinions during the debrief
- B. Surveys are especially effective if an exercise and its participants are spread out over multiple locations
- C. A hot debrief should be conducted within one month after the conclusion of an exercise
- D. One-on-one interviews with all exercise participants should be conducted within one month following the exercise
Answer: B
Explanation:
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.
NEW QUESTION # 68
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