ISO-22301-Lead-Implementer PDF Guide - ISO-22301-Lead-Implementer High Passing Score
ISO-22301-Lead-Implementer PDF Guide - ISO-22301-Lead-Implementer High Passing Score
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PECB ISO 22301 Lead Implementer Certification Exam Sample Questions (Q12-Q17):
NEW QUESTION # 12
Scenario:
Fundon is a financial services company certified against ISO 22301. As part of their BCMS, the company has established an exercise program. Due to an unexpected situation, the exercise coordinator of Fundon decided to suspend the exercise, which was planned to be conducted next week.
Is this acceptable?
- A. No, ISO 22301 requires organizations to always perform exercise programs if they were planned.
- B. No, the decision of stopping or suspending an exercise should be made only by the top management of the organization.
- C. Yes, the exercise coordinator may suspend or stop an exercise if an unexpected situation, such as a real incident, occurs.
Answer: C
NEW QUESTION # 13
Scenario:
Clicked is a law firm that handles complex clients' needs and offers a wide range of legal and tax services.
Clicked's professionals are equipped with an in-depth knowledge of the legal and regulatory requirements.
They are committed to providing their clients with the best services and legal advice. Considering that it is essential to meet their clients' needs, Clicked decided to implement a BCMS based on ISO 22301 to provide them uninterrupted services.
To implement the BCMS, the top management of Clicked decided to contract an external consultant, Tris, as the BCMS project manager, and assembled a team of four members to aid in the process. Prioritizing a smoother integration of the BCMS, the top management focused on incorporating it into the company's existing operational procedures. Additionally, the top management and the project team chose to adopt the Plan-Do-Check-Act (PDCA) model as their implementation approach, allowing for a systematic and phased approach to establishing and maintaining the BCMS.
Then, the top management and Tris compiled a document containing the financial benefits and consequences of every decision they were going to make during the implementation of the BCMS. The top management also agreed that the project implementation should be finalized within a six-month timeframe, encompassing planning through the completion of the last implementation stage.
The project team initiated the implementation process by analyzing the company's internal and external context. This involved evaluating Clicked's compliance with all applicable legal requirements and understanding the key services, necessary activities, and resource allocation, including staff expertise and technological tools. Based on this analysis, the top management and Tris established specific business continuity objectives. Their primary goal was to ensure that all critical legal services could be resumed within a two-hour timeframe following any disruptive incident to minimize client impact.
As stated in Scenario 2, the top management and Tris compiled a document containing the financial benefits and consequences of each decision. What type of document did they develop in this case?
- A. Business case.
- B. Business continuity plan.
- C. Gap analysis report.
Answer: A
Explanation:
Definition and Purpose of a Business Case
* A business case outlines the financial, operational, and strategic rationale for implementing the BCMS, including cost-benefit analysis and resource allocation.
* Clause 5.1.1 emphasizes that top management must ensure necessary resources and financial considerations align with organizational goals.
Alignment with Scenario Details
* The document compiled by Clicked's team highlights financial benefits and risks, key elements of a business case, designed to justify and guide BCMS implementation.
ISO 22313 Guidance on Resource Planning
* Clause 7.1.1 advises that detailed financial assessments, integral to business cases, support decision- making processes and align with long-term organizational objectives.
Support for Organizational Resilience
* The business case ensures stakeholders understand the value of a BCMS by correlating investment with enhanced resilience and minimized business disruptions.
NEW QUESTION # 14
How should organizations determine the intervals for training?
- A. Fixed intervals in order to establish consistent planning of training programs and regular training tracking.
- B. Based on the specific responsibilities and needs of personnel in order to fulfill organizational needs.
- C. Random intervals in order to avoid predictability and foster adaptability.
Answer: B
NEW QUESTION # 15
Which system is primarily focused on managing documented information throughout its life cycle, including creation, storage, retrieval, and versioning?
- A. Electronic document management system (EDMS)
- B. Records management application (RMA)
- C. Content management system (CMS)
Answer: A
Explanation:
Definition and Purpose of EDMS:
* AnElectronic Document Management System (EDMS)is designed to manage documented information throughout its lifecycle. It handles creation, storage, retrieval, editing, sharing, and version control, ensuring accessibility and compliance with standards.
Comparison with Other Systems:
* Content Management System (CMS):Primarily used for creating and managing digital content on websites, not for document lifecycle management.
* Records Management Application (RMA):Focuses on retaining and archiving records in compliance with legal or regulatory requirements, which is a subset of EDMS functionality.
Conclusion:
* The EDMS is the most suitable choice for managing documented information throughout its lifecycle.
NEW QUESTION # 16
Scenario:
Prebank is a multinational financial institution. Its services include banking and investing through banking centers, ATMs, and mobile banking platforms. With millions of clients, Prebank's database systems record vast amounts of data and transactions daily. Its main activities depend on the ability of its employees to access clients' data through its database system at any time.
Recently, Prebank's database system stopped working unexpectedly. Soon after, it was discovered that this disruption was caused by the maintenance work on the road outside the company's office building. During the road repair, the workers had unintentionally damaged a water pipe that leaked into Prebank's basement. This leakage affected the company's electrical infrastructure, resulting in a loss of power, which shut down equipment and computers in the server room. Consequently, employees were unable to access Prebank's database system.
After this incident, the employees immediately notified Prebank's IT team. Subsequently, the IT team informed both the maintenance company responsible for the roadworks and the insurance company. The company responsible for maintenance told Prebank's IT team that the maintenanceteam was not available for the day. Since Prebank did not have a plan for responding to similar disruptions, they had to stop working and go home. Thankfully, the maintenance team arrived at the scene on the next day and made all the necessary repairs, allowing Prebank to resume all its operations.
Following these events, Prebank decided to change its strategy and procedures to prioritize business continuity planning within the company. Its main focus was to address the root cause of disruptions to improve business continuity. As such, the top management decided to implement a Business Continuity Management System (BCMS) based on ISO 22301.
After setting the company's business continuity objectives, the company established a project team, including a project manager and four additional team members. The BCM team was responsible for managing the BCMS implementation process, whereas the top management was responsible for the effectiveness of the BCMS. Through analyzing potential risk scenarios, the team defined Prebank's business continuity strategy as well as the resources for supporting business continuity within the company. This enabled the team to predict the impact of disruptions caused by various incidents, such as power outages. Following these actions, the company established a business continuity plan to manage disruptions effectively without impacting the workflow.
The effective implementation of the BCMS helped Prebank not only minimize losses and ensure continuity in its services but also absorb and adapt to a changing environment.
As stated in Scenario 1, Prebank's IT team was not briefed on how to handle a power outage. What does this indicate?
- A. Lack of a business continuity plan
- B. Inadequate segregation of duties
- C. Violation of business continuity principles
Answer: A
Explanation:
Context of Prebank's Situation:The scenario describes a critical service disruption due to a power outage caused by external factors, coupled with the inability of the IT team to respond effectively. This reflects a fundamental gap in preparedness and response mechanisms.
Requirement for a Business Continuity Plan (BCP):According to ISO 22301:2019, clause 8.4.4 mandates that organizations must establish, implement, and maintain documentedBusiness Continuity Plans (BCPs).
These plans should outline responses to various disruptions, including system outages, infrastructure damage, and external incidents.
Evidence of Non-Conformance:
* The IT team was unprepared to manage the incident, highlighting an absence of predefined procedures or training on handling power outages.
* No contingency plans were in place to maintain critical operations during the outage.
* The lack of immediate recovery or fallback measures indicates the absence of a robust BCP, as stipulated inISO 22301:2019 Clause 8.4.3.
Violation of BCMS Framework Requirements:A comprehensive BCMS includes Business Impact Analysis (BIA) and Risk Assessments (RA) to anticipate disruptions and plan appropriate strategies (Clauses 8.2.2 and
8.3). Prebank's lack of a prepared response indicates these components were either inadequate or missing.
Clarification of Incorrect Options:
* Option B (Violation of business continuity principles): While principles may have been overlooked, the root issue is the non-existence of a documented and actionable BCP, which is a core deliverable under ISO 22301.
* Option C (Inadequate segregation of duties): There is no evidence in the scenario to suggest a failure related to duties allocation or role responsibilities.
Action Plan for Compliance:
* Immediate: Establish a documented BCP addressing power outages, including clear roles, fallback solutions, and communication protocols.
* Training and Awareness: Train IT staff on incident management and ensure alignment with BCP objectives (Clause 7.3).
* Ongoing Improvement: Use management reviews (Clause 9.3) and audits (Clause 9.2) to evaluate the BCMS and incorporate lessons learned from this incident.
NEW QUESTION # 17
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