ISO-22301-LEAD-IMPLEMENTER SAMPLE QUESTIONS PDF - NEW ISO-22301-LEAD-IMPLEMENTER EXAM PREP

ISO-22301-Lead-Implementer Sample Questions Pdf - New ISO-22301-Lead-Implementer Exam Prep

ISO-22301-Lead-Implementer Sample Questions Pdf - New ISO-22301-Lead-Implementer Exam Prep

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PECB ISO 22301 Lead Implementer Certification Exam Sample Questions (Q52-Q57):

NEW QUESTION # 52
What is the primary objective of a business impact analysis (BIA) within a BCMS?

  • A. To establish roles and responsibilities within the organization.
  • B. To document the organization's business continuity policy.
  • C. To identify and assess the impact of disruptions on critical business operations.

Answer: C

Explanation:
ISO 22301:2019 Clause 8.2.2 - Business Impact Analysis (BIA)The primary goal of a BIA is to identify critical business functions, assess the potential impact of disruptions, and determine recovery priorities.
Clarification of Options
* Option Arefers to organizational structuring, which is unrelated to the BIA.
* Option Bdirectly aligns with the purpose of the BIA.
* Option Cpertains to documenting policies, which is not a focus of the BIA.


NEW QUESTION # 53
What is a characteristic of internal audits?

  • A. They are independent of the audited activities (not of the organization).
  • B. They are always conducted yearly.
  • C. They have no advisory role within the organization.

Answer: A

Explanation:
ISO 19011:2018 Clause 4 - Principles of AuditingInternal audits are conducted by individuals who are independent of the activities being audited, ensuring objectivity and impartiality. However, these auditors can belong to the same organization.
ISO 22301:2019 Clause 9.2 - Internal AuditInternal audits verify BCMS conformance by applying a systematic, independent approach to reviewing processes.
Clarification of Options
* Option Areflects the principle of independence from audited activities.
* Option Bis incorrect because internal auditors can provide recommendations for improvement.
* Option Cis incorrect as audits are conducted per the organization's schedule, not necessarily annually.


NEW QUESTION # 54
For which type of organizations is the standby arrangement approach appropriate when developing the BCM strategy?

  • A. Organizations that operate in more than one site since they can accommodate additional operations on short notice.
  • B. Organizations that have limited resources to maintain the standard level of delivery following an incident.
  • C. Organizations that operate in the service and manufacturing industry, which are predominantly people- intensive.

Answer: A

Explanation:
Standby Arrangement Strategy
* The standby arrangement is suited for multi-site organizations where alternate sites can quickly accommodate operations, ensuring continuity.
Applicability to BCM Strategies
* This approach leverages existing resources and infrastructure, reducing the need for dedicated facilities.
Contrast with Other Organization Types
* Limited-resource organizations may find standby arrangements less practical due to operational constraints.


NEW QUESTION # 55
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 maintenance team 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.
What does ISO 22313 emphasize regarding business continuity management?

  • A. Business continuity management should prioritize proactive planning and implementation before a disruption occurs.
  • B. It is NOT enough to draft a response plan that anticipates disasters or emergency scenarios.
  • C. Disruptions, different from disasters, have minimal impact on an organization's ability to deliver products and services.

Answer: A


NEW QUESTION # 56
Scenario:
Initar, an IT security service company in New Jersey, provides 24/7 cloud and IT infrastructure support to mid-sized companies. Recognizing the need for a robust business continuity strategy, Initar transitioned from informal business continuity planning to implementing a BCMS based on ISO 22301.
During the BCMS implementation, a major nonconformity was identified: the BIA report lacked a defined Maximum Tolerable Period of Disruption (MTPD), which is required by ISO 22301. The corrective action process began with the IT team conducting a root cause analysis using a cause-and-effect diagram. Based on the analysis, an action plan was drafted to update all BIAs and establish the MTPD. The plan was approved by the head of the IT department, who monitored its implementation, while the internal auditor reviewed the effectiveness of the corrective action.
According to Scenario 7, the internal auditor followed up on the corrective action and reviewed its effectiveness. Is this acceptable?

  • A. Yes, based on ISO 22301, after implementing any actions needed, a review of the effectiveness of corrective actions should happen.
  • B. No, based on ISO 22301, it is not the responsibility of the internal auditors to review the effectiveness of corrective actions.
  • C. Yes, only if a review of the effectiveness of corrective actions is really necessary.

Answer: A


NEW QUESTION # 57
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