LATEST VALUABLE ISO-22301-LEAD-IMPLEMENTER FEEDBACK OFFER YOU THE BEST VALID TEST TIPS | PECB ISO 22301 LEAD IMPLEMENTER CERTIFICATION EXAM

Latest Valuable ISO-22301-Lead-Implementer Feedback Offer You The Best Valid Test Tips | PECB ISO 22301 Lead Implementer Certification Exam

Latest Valuable ISO-22301-Lead-Implementer Feedback Offer You The Best Valid Test Tips | PECB ISO 22301 Lead Implementer Certification Exam

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Our research and development team not only study what questions will come up in the ISO-22301-Lead-Implementer exam, but also design powerful study tools like exam simulation software.The content of our ISO-22301-Lead-Implementer practice materials is chosen so carefully that all the questions for the exam are contained. And our ISO-22301-Lead-Implementerstudy materials have three formats which help you to read, test and study anytime, anywhere. This means with our products you can prepare for ISO-22301-Lead-Implementer exam efficiently.

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

TopicDetails
Topic 1
  • Evaluation of the performance of a BCMS based on ISO 22301: This section measures the skills of ISO lead implementation Managers in monitoring and evaluating the performance of a BCMS. Candidates will learn to conduct internal audits, and management reviews, and assess the effectiveness of the BCMS against established criteria.
Topic 2
  • Planning of a BCMS implementation based on ISO 22301: This section assesses the skills of the target audience in the planning phase of BCMS implementation. It includes collecting necessary information, setting business continuity objectives, and defining the BCMS scope.
Topic 3
  • 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 4
  • Implementation of a BCMS based on ISO 22301: This section evaluates the skills of ISO lead implementation Managers during the actual implementation of a BCMS. It includes managing resources, ensuring staff competence, and demonstrating knowledge of implementing processes and controls.

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PECB ISO 22301 Lead Implementer Certification Exam Sample Questions (Q50-Q55):

NEW QUESTION # 50
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. It is NOT enough to draft a response plan that anticipates disasters or emergency scenarios.
  • B. Business continuity management should prioritize proactive planning and implementation before a disruption occurs.
  • C. Disruptions, different from disasters, have minimal impact on an organization's ability to deliver products and services.

Answer: B

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 # 51
Scenario:
IHost is a web hosting company with more than 350 clients. Recently, its main office was struck by lightning, resulting in a fire that destroyed IHost's network infrastructure. Yet, no service interruption occurred because the company had a fully capable and ready-to-operate site, which ensured 100% availability of the services.
Which business continuity strategy has IHost used?

  • A. Reciprocal agreement
  • B. Rebuild and restoration
  • C. Hot site

Answer: C

Explanation:
Definition of Hot Site:
* A hot site is a fully operational alternative site equipped with the necessary infrastructure to resume operations immediately following a disruption.
Alignment with IHost's Strategy:
* The scenario specifies that services were uninterrupted due to aready-to-operate site, which matches the definition of a hot site.
Evaluation of Other Options:
* Reciprocal Agreement (Option A):Involves sharing resources with another organization, which is not indicated here.
* Rebuild and Restoration (Option C):Refers to repairing or rebuilding infrastructure post-disruption, which does not align with maintaining 100% availability.
Conclusion:
* IHost employed a hot site strategy.


NEW QUESTION # 52
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.
To facilitate the implementation of the BCMS, the top management prioritized integrating the BCMS within Clicked's current operational processes. Is this acceptable?

  • A. Yes, the organization can rely on its existing processes without the need to assess their maturity.
  • B. No, the current processes of the organization must be changed and updated to adjust to the BCMS processes.
  • C. Yes, the BCMS should be integrated into existing processes by using the organization's current technology.

Answer: C


NEW QUESTION # 53
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.
An outsourced company conducts regular internal audits of Teleconn's BCMS. Is this acceptable?

  • A. Yes, the internal audit function must always be outsourced to ensure its independence.
  • B. No, the organization must not outsource the internal audit function.
  • C. Yes, the organization is allowed to outsource the function of the internal audit.

Answer: C


NEW QUESTION # 54
Scenario:
Belle, a food and beverage processing company, is dedicated to crafting products that meet customers' needs while promoting healthier lifestyles. Central to its mission is a commitment to upholding the highest food safety standards and ensuring the consistent quality of their offerings. From the initial stages of preparation through processing, packaging, and transportation, Belle maintains rigorous control over every aspect of food production.
Recognizing the importance of resilience in potential disruptions, Belle adopted a business continuity management system (BCMS) based on ISO 22301. By implementing this system, Belle aimed not only to ensure uninterrupted product delivery but also to enhance its reputation, foster customer confidence, and gain a competitive edge. To oversee the BCMS implementation, Belle appointed a dedicated business continuity project team responsible for leading the BCMS implementation project. It also assigned a business continuity manager responsible and accountable for the BCMS overall.
Before initiating the BCMS implementation, the BCM team conducted a thorough analysis of the stakeholders involved. Using specialized tools, they categorized stakeholders according to their influence, expected level of involvement, and anticipated contribution throughout the implementation of the BCMS and related activities.
Throughout the BCMS implementation process, Belle's top management emphasized the integration of business continuity principles into existing processes, aligning them with the organization's strategic objectives. They developed the business continuity objectives and the BCMS scope. To ensure widespread understanding and adoption of the BCMS among employees, the BCM team developed an instructional video explaining the business continuity policy. Recognizing the unfamiliarity of employees with business continuity terminology, the team subsequently devised a comprehensive training program aimed at enhancing staff competence in BCMS matters. This initiative not only educated employees about the policy but also underscored the benefits of improved business continuity performance.
The organization also established evaluation methods to assess the impact of competence trainings. It measured the staff engagement and retention levels, as well as performance against training objectives.
As Belle continued to innovate and expand its product and service offerings, the organization revisited its BCMS scope to remain aligned with evolving priorities. Recent additions to the scope included a new department and two new products aligning with its updated business continuity objectives to enhance the safety of raw materials and key ingredients.
In response to potential disruptive risks, Belle established clear protocols outlining specific actions to be taken, assigning responsibilities, and defining criteria for evaluating the effectiveness of these measures. By proactively addressing risks and fortifying its resilience, Belle aimed to copyright its dedication to delivering safe, top-quality products while also safeguarding the interests of its stakeholders.
Based on Scenario 3, the BCM team classified the interested parties based on their influence, level of involvement, and anticipated contribution in the implementation of the BCMS. What tool did they use?

  • A. The RACI matrix
  • B. The Power/Interest matrix
  • C. The Criticality matrix

Answer: B


NEW QUESTION # 55
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