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TOP New ISO-22301-Lead-Implementer Exam Format - PECB ISO 22301 Lead Implementer Certification Exam - Latest ISO-22301-Lead-Implementer Valid Dumps

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PECB ISO-22301-Lead-Implementer Exam Syllabus Topics:

TopicDetails
Topic 1
  • Preparation for a BCMS certification audit: This section measures the skills of ISO lead implementation Managers in preparing for a BCMS certification audit.
Topic 2
  • Continual improvement of a BCMS based on ISO 22301: This section focuses on skills related to continual improvement within a BCMS. Candidates will understand how to identify areas for improvement, implement corrective actions, and enhance the BCMS over time.
Topic 3
  • Initiation of a BCMS implementation: This section measures the skills of ISO lead implementation Managers and focuses on the initial steps of implementing a BCMS. It covers understanding ISO 22301 requirements and the components of a BCMS.

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PECB ISO 22301 Lead Implementer Certification Exam Sample Questions (Q42-Q47):

NEW QUESTION # 42
Which of the following statements regarding the BCMS implementation project and operations is correct?

  • A. Projects are focused on sustaining the organization, whereas operations focus on retaining or adding value or capability.
  • B. Projects are temporary, whereas operations are ongoing.
  • C. Projects are ongoing, whereas operations are temporary.

Answer: B

Explanation:
* Definition and Characteristics of Projects vs. Operations
* Projects are temporary initiatives designed to achieve specific objectives within a defined timeframe, as outlined in ISO 22301's implementation guidelines.
* Operations focus on ongoing, continuous activities to sustain organizational value.


NEW QUESTION # 43
Scenario:
Marketiser, a marketing company in Florida specializing in branding, advertising, market research, and design services, primarily serves small and medium-sized enterprises. After a devastating hurricane caused severe flooding and rendered its office unusable, Marketiser decided to implement a BCMS based on ISO 22301 to handle such disruptions.
The company formed a project team of four members from various departments and appointed Danielle as the project manager. Danielle conducted a comprehensive business impact analysis (BIA) focusing on activities related to data loss and backup recovery, recognizing the critical importance of safeguarding digital assets. She set specific recovery objectives, including a one-day recovery point objective (RPO) and a two-day recovery time objective (RTO).
Based on the BIA outcomes, the team chose a business continuity strategy that involved relocating preconfigured trailers with essential hardware and connectivity to an alternate site. Considering Marketiser's vulnerability to hurricanes, the strategy allowed swift activation and relocation with minimal lead time. To validate their strategy, Danielle and the team conducted real-time recovery exercises, testing their ability to restore data and resume critical operations within the defined RTO.
In Scenario 5, Danielle determined the recovery time objective (RTO) to be up to two days. Is this acceptable?

  • A. No, functions within the backup process are mission-critical functions; therefore, the RTO should also be critical (within hours or minutes).
  • B. Yes, functions within the backup process are mission-critical functions.
  • C. No, RTO presents the maximum acceptable data loss, as such it cannot tolerate the loss of three hours of mission-critical functions.

Answer: B


NEW QUESTION # 44
What is a disadvantage to appointing an employee of the organization as project manager for the implementation of the BCMS?

  • A. Might require a trial-and-error approach.
  • B. Might be seen as a threat by the employees.
  • C. Might be limited to unforeseen circumstances.

Answer: B


NEW QUESTION # 45
Scenario:
Teleconn, a UK-based telecommunications provider, initiated a BCMS based on ISO 22301 to ensure reliable and consistent services. To monitor the BCMS's performance, the internal audit function was outsourced to a company specializing in auditing services. The outsourced internal auditor was given unrestricted access to employees and documented information necessary for an effective audit.
According to Scenario 6, based on management reviews, the top management decided to establish new performance indicators to measure the effectiveness of the updated controls, including real-time monitoring of network stability and incident response times. What did the top management determine in this case?

  • A. Management review outputs
  • B. Management review inputs
  • C. Management review resources

Answer: A

Explanation:
* ISO 22301 Clause 9.3.3:
* Management review outputs include decisions and actions for continual improvement, updates to policies, objectives, and controls, and the establishment of new performance indicators.
* Scenario Analysis:
* Teleconn's management decided to establish new performance indicators, which is a direct example of management review outputs.
* Other Options:
* Option A:Refers to resources reviewed, not decisions made.
* Option B:Refers to inputs like audit results or feedback, not the outcomes.
* Conclusion:
* Establishing new performance indicators is an output of the management review process.


NEW QUESTION # 46
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. Disruptions, different from disasters, have minimal impact on an organization's ability to deliver products and services.
  • C. It is NOT enough to draft a response plan that anticipates disasters or emergency scenarios.

Answer: A

Explanation:
Proactive Planning Emphasis in ISO 22313:ISO 22313 emphasizes the importance of anticipating and addressing potential disruptions beforethey occur. It states that organizations should proactively prepare, plan, and implement business continuity measures as part of a BCMS.
Significance of Proactive Measures:The case highlights the lack of preparation and response measures at Prebank. A proactive BCMS ensures readiness to handle disruptions without delaying operational recovery.
Incorrect Options Clarified:
* Option A: Drafting a response plan is necessary, but the core focus is on implementation and regular testing to ensure effectiveness.
* Option B: Disruptions, even if not classified as disasters, can severely impact an organization, contradicting this statement.
Proactive Implementation and Maintenance:
* Clause 8.4 of ISO 22301 focuses on establishing and maintaining business continuity plans and procedures.
* Clauses 8.5 and 9.2 highlight testing, monitoring, and continual improvement to enhance readiness.


NEW QUESTION # 47
......

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