CBCP-002 GAQM Certified Business Continuity Professional (CBCP) Free Practice Exam Questions (2025 Updated)

A risk register is a register that maintains information on all the identified risks relating to an organization. A risk register is a document or a tool that records and tracks the details of each risk, such as its description, source, impact, likelihood, rating, owner, status, response strategy, action plan, and monitoring method. A risk register is a useful tool for managing risks and communicating them to stakeholders. Verified References: https://www.investopedia.com/terms/r/risk-register.asp https://www.thebci.org/training-qualifications/good-practice-guidelines.html

Business impact analysis (BIA) is the process of identifying and prioritizing the organization’s functions and processes based on their importance to the organization’s objectives, and assessing the potential impacts of a disruption to those functions and processes over time. The BIA helps to determine the recovery time objectives (RTOs), recovery point objectives (RPOs), and resource requirements for each function and process, as well as the interdependencies and dependencies among them. The BIA provides the basis for developing recovery strategies and plans. Verified References: https://www.ready.gov/business-impact-analysis https://drii.org/resources/professionalpractices/EN

Business risk is the risk of loss or damage to an organization’s performance, reputation, assets, or stakeholders due to internal or external factors that affect its ability to achieve its objectives. Business risk can arise from various sources, such as market conditions, customer preferences, competition, technology, regulation, compliance, operations, finance, human resources, or natural disasters. Business risk can have a direct or indirect impact on an organization’s profitability, growth, sustainability, or continuity. Verified References: https://www.investopedia.com/terms/b/businessrisk.asp https://www.thebci.org/training-qualifications/good-practice-guidelines.html

In Business Continuity Planning (BCP), confidentiality and security of sensitive information are critical considerations when releasing details publicly. According to standard practices outlined in Business Continuity Professional guidelines, such as those from the Disaster Recovery Institute International (DRI) and ISO 22301, certain elements of a BCP should remain confidential to protect the organization and its stakeholders.

Process flows: These describe how critical processes are maintained or recovered during a disruption. While detailed process flows may be sensitive internally, a high-level overview can often be shared publicly to demonstrate preparedness without compromising operational security. Thus, they are not inherently prohibited from public release.

Contact lists: These contain personal and operational details such as names, phone numbers, and roles of key personnel involved in the BCP. Releasing contact lists publicly poses significant risks, including privacy violations, potential targeting by malicious actors, and operational vulnerabilities. Best practices dictate that contact lists should remain confidential and restricted to authorized personnel only.

BIA results: The Business Impact Analysis (BIA) identifies critical functions, recovery time objectives (RTOs), and potential impacts of disruptions. While detailed BIA results are sensitive, summary-level findings (e.g., critical processes identified without specific vulnerabilities) can sometimes be shared to show due diligence. However, this is not strictly prohibited in public releases if anonymized or generalized.

All of the above: Since process flows and BIA results can be released in a controlled, summarized form, this option is incorrect. The key element that should unequivocally not be released is the contact list due to its sensitive nature.

Therefore, the correct answer isB. Contact lists, as it aligns with the principle of protecting sensitive personal and operational data in public disclosures.

References:

DRI International Professional Practices for Business Continuity Management (2023), Section 6: Business Continuity Plan Development – Emphasizes safeguarding sensitive data like contact details.

ISO 22301:2019, Clause 8.4 – Highlights confidentiality in BCP documentation and communication.

A formal “disaster” can only be declared by the firm owners or by the IT Department Manager. This is false because a formal “disaster” can be declared by any authorized person who has the responsibility and authority to activate the business continuity and disaster recovery plan. The authorized person may vary depending on the type, scope, and severity of the disaster, but it should be clearly defined in the plan who can declare a disaster and under what circumstances. The authorized person should also communicate the declaration of a disaster to all relevant stakeholders, such as employees, customers, suppliers, partners, regulators, media, or the public. Verified References: https://www.ready.gov/business-continuity-plan https://www.csoonline.com/article/515730/business-continuity-and-disaster-recovery-planning-the-basics.html

In the event of a disaster, notification shall be given to each employee by either the HR Department Manager or through the firm’s emergency notice system. This is true because communication is a vital component of any disaster recovery and business continuity plan. Employees need to be informed of the situation, their roles and responsibilities, and the actions they need to take to ensure their safety and the continuity of the business. The HR Department Manager or the emergency notice system are the designated channels for communicating with employees during a disaster. Verified References: https://www.ready.gov/business-continuity-plan https://www.csoonline.com/article/515730/business-continuity-and-disaster-recovery-planning-the-basics.html

Risk control is the control mechanism that is the process by which an organization reduces the likelihood of a risk event occurring or mitigates the effects should it occur. Risk control is the process of implementing measures or actions to modify or influence the risk level of an organization. Risk control can involve various strategies, such as avoidance, reduction, transfer, sharing, retention, or acceptance. Risk control can help to improve the organization’s resilience and performance. Verified References: https://www.investopedia.com/terms/r/risk-control.asp https://www.thebci.org/training-qualifications/good-practice-guidelines.html

Business continuity planning is the process of identifying, developing, and implementing strategies and plans to ensure the continuity of an organization’s critical functions and processes in the event of a disruption. It can be both time consuming and expensive, as it requires a thorough analysis of risks, impacts, resources, and recovery options. However, management will expect tangible benefits from the process, such as reduced losses, increased resilience, improved reputation, and compliance with regulations. Verified References: https://www.ready.gov/business-continuity-plan https://drii.org/resources/professionalpractices/EN

The frequency of BCP testing for critical processes is a fundamental aspect of ensuring a plan remains effective and relevant. Business Continuity Professional standards, such as those from DRI International and ISO 22301, provide guidance on testing frequency based on the criticality of processes and organizational needs.

Annually: Industry standards recommend that critical processes undergo comprehensive BCP testing at least once a year. This ensures that plans are validated, personnel are trained, and any gaps or changes in the business environment are addressed. Annual testing is considered a baseline requirement for maintaining resilience, particularly for critical functions that, if disrupted, could severely impact the organization.

Quarterly: While more frequent testing (e.g., quarterly) may be appropriate for highly dynamic environments or specific high-risk processes, it is not a universal requirement for all critical processes. Quarterly testing is typically reserved for specific scenarios or as part of a progressive testing strategy rather than a standard frequency.

As per calendar planned at beginning of the year: This option implies a flexible schedule, but it lacks specificity and does not align with standardized recommendations. Testing should follow a defined frequency rather than an arbitrary calendar plan unless explicitly tied to a standard (e.g., annual).

Half-yearly: Semi-annual testing (every six months) may be adopted by some organizations for additional assurance, but it exceeds the minimum standard requirement of annual testing for critical processes unless specified by organizational policy or regulatory mandates.

The verified answer,A. Annually, reflects the widely accepted minimum frequency for testing critical processes as per Business Continuity Professional guidelines. However, organizationsmay increase frequency based on risk assessments or regulatory requirements, though this is not the default expectation.

References:

DRI International Professional Practices for Business Continuity Management (2023), Section 9: Testing and Exercising – Recommends annual testing as a minimum for critical processes.

ISO 22301:2019, Clause 8.5 – Specifies regular testing and exercising, with annual frequency as a common benchmark for critical functions.

A facility certification center is a center that provides the physical infrastructure for testing and certifying the functionality and performance of products, systems, or services. A facility certification center may have specialized equipment, tools, environments, or standards that can simulate real-world conditions or scenarios. A facility certification center may also have qualified staff, experts, or auditors who can conduct the testing and certification process. Verified References: https://www.iso.org/publication/PUB100442.html https://www.cisco.com/c/en/us/solutions/hybrid-work/what-is-business-continuity.html

 A plan walkthrough is a low-pressure exercise that uses presentation techniques including videos, slides and handouts, so that participants fully understand their plans1.