ISO-22301-Lead-Implementerブレーン問題集PDF、PECB ISO-22301-Lead-Implementer試験問題豪華お試しセット
2025年最新されたISO-22301-Lead-Implementerサンプル問題は信頼され続けるISO-22301-Lead-Implementerテストエンジン
PECB ISO-22301-Lead-Implementer 認定試験の出題範囲：
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質問 # 22
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. Hot site
- B. Reciprocal agreement
- C. Rebuild and restoration
正解：A
質問 # 23
Which of the following is considered an external BCMS change factor?
- A. Budget and resources
- B. Vendors
- C. New products and services
正解：B
解説：
ISO 22301:2019 Clause 4.2 - Understanding the Needs and Expectations of Interested PartiesExternal factors, such as changes in vendor relationships, are critical considerations as they influence an organization's BCMS.
Clarification of Options
* Option A(new products and services) andOption B(budget and resources) are internal factors.
* Option Crefers to vendors, which are external to the organization and directly impact BCMS operations.
質問 # 24
An organization is focused on eliminating the root causes of nonconformities. Which action did they take?
- A. Corrective
- B. Detective
- C. Correction
正解：A
解説：
* Explanation:Corrective actions are aimed at eliminating the root causes of nonconformities to prevent their recurrence, as specified in ISO 22301 Clause 10.1.1.
質問 # 25
For which type of organizations is the standby arrangement approach appropriate when developing the BCM strategy?
- A. Organizations that operate in the service and manufacturing industry, which are predominantly people-intensive.
- B. Organizations that have limited resources to maintain the standard level of delivery following an incident.
- C. Organizations that operate in more than one site since they can accommodate additional operations on short notice.
正解：C
質問 # 26
Scenario:
NexTech Innovations, a dynamic tech startup located in Seoul, South Korea, is renowned for its advancements in artificial intelligence and robotics. Serving a global clientele, NexTech encountered a sudden obstacle when a critical supplier abruptly ceased operations, disrupting their supply chain and threatening their ability to deliver products on schedule. Recognizing the need for resilience, NexTech initiated the implementation of a robust business continuity management system (BCMS) based on ISO 22301.
NexTech's top management established a project team of five members and appointed Rebecca, the lead operations manager, as the project manager. The BCM team was tasked with the effective implementation of the BCMS in line with ISO 22301 requirements. Rebecca worked with the top management to analyze the internal context of the company to define the BCMS scope, focusing on assessing and determining who is responsible for coordinating and managing activities at different organizational levels.
The project team divided the implementation project into smaller tasks, identifying the personnel, equipment, and materials needed for each. Rebecca personally handled resource allocation to implement and support the BCMS. Meanwhile, the top management ensured active involvement and commitment at all levels of the organization to enhance the BCMS's effectiveness.
Rebecca and the team drafted and published the business continuity policy on the company's website. However, some employees found the technical jargon challenging to understand, so comprehensive training sessions were held to address this issue. These measures strengthened NexTech's resilience and enhanced client trust by proactively addressing potential disruptions.
Rebecca allocated the necessary resources for implementing and supporting the BCMS. Is this in compliance with ISO 22301?
- A. Yes, it is the project manager's responsibility to allocate resources for the management system.
- B. No, it is the top management's responsibility to allocate the resources needed for the BCMS.
- C. No, resource allocation for the BCMS should be delegated to a resource allocation team, not the project manager alone.
正解：A
質問 # 27
According to ISO 22301, what should the top management ensure when establishing the business continuity policy?
- A. That the policy specifies all legal and regulatory requirements.
- B. That the policy is communicated to and approved by all external parties of the organization.
- C. That the policy includes a commitment to satisfy applicable requirements.
正解：C
解説：
Commitment in Policy
* Clause 5.2.1 specifies that the business continuity policy must include commitments to meet applicable requirements and continually improve the BCMS.
Alignment with Strategic Goals
* The policy should guide the organization in maintaining compliance while achieving its continuity objectives.
質問 # 28
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.
According to ISO 22301, which of the following features pertains to a disruption?
- A. Incident that causes a negative deviation from the expected delivery of products and services.
- B. Unstable condition involving an abrupt or significant change that requires urgent attention and action.
- C. Situation where human, material, economic, or environmental losses have occurred.
正解：A
質問 # 29
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.
Which type of exercise was used by Danielle and the project team to validate the effectiveness of Marketiser's chosen business continuity strategy?
- A. Desktop
- B. Drill
- C. Orientation
正解：B
解説：
Definition of Drill Exercises:
* ISO 22301:2019 emphasizes using real-time and practical exercises to validate the effectiveness of business continuity strategies (Clause 8.5.3). Drills involve physically performing tasks, such as relocating equipment and restoring operations.
Alignment with Marketiser's Actions:
* Danielle conductedreal-time recovery exercises, focusing on relocating equipment and ensuring operational readiness, which is characteristic of a drill.
Evaluation of Other Options:
* Orientation (Option B):Primarily involves awareness and walkthroughs, which do not align with real- time testing.
* Desktop (Option C):Refers to discussion-based exercises rather than practical execution.
Conclusion:
* The described activities fit the definition of a drill.
質問 # 30
Scenario:
Alex, the project manager of the BCMS implementation project at Company ZY, developed a process to identify the required resources for establishing the BCMS. He discovered that the company lacked a well-integrated communication and information system and also needed additional office space to accommodate new hires.
What resources did the company need?
- A. Human and equipment resources
- B. Infrastructure and logistic resources
- C. Equipment and financial resources
正解：B
質問 # 31
What should be avoided in the business continuity policy?
- A. Including operational specifications.
- B. Mentioning the interested parties that will be affected by it.
- C. References to ISO standards.
正解：C
質問 # 32
What is a characteristic of internal audits?
- A. They have no advisory role within the organization.
- B. They are independent of the audited activities (not of the organization).
- C. They are always conducted yearly.
正解：B
解説：
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.
質問 # 33
What must be included in a business continuity plan, among others?
- A. Risk assessment
- B. Legal and regulatory requirements
- C. Reporting requirements
正解：B
質問 # 34
Why is it important for organizations operating in multiple locations to be aware of compliance requirements?
- A. To centralize operations
- B. To ensure uniformity in compliance
- C. To bypass legal responsibility
正解：B
質問 # 35
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.
Prebank's main focus was to address the root cause of disruptions to improve business continuity. Does this align with best practices?
- A. No, best practices advocate for a holistic approach that considers both the impact and root causes of disruptions for effective business continuity planning.
- B. Yes, addressing the root causes allows for proactive management of potential risks and enhances resilience against future disruptions.
- C. No, best practices in business continuity emphasize the impact of disruptions more than their underlying causes.
正解：B
質問 # 36
Scenario:
NexTech Innovations, a dynamic tech startup located in Seoul, South Korea, is renowned for its advancements in artificial intelligence and robotics. Serving a global clientele, NexTech encountered a sudden obstacle when a critical supplier abruptly ceased operations, disrupting their supply chain and threatening their ability to deliver products on schedule. Recognizing the need for resilience, NexTech initiated the implementation of a robust business continuity management system (BCMS) based on ISO 22301.
NexTech's top management established a project team of five members and appointed Rebecca, the lead operations manager, as the project manager. The BCM team was tasked with the effective implementation of the BCMS in line with ISO 22301 requirements. Rebecca worked with the top management to analyze the internal context of the company to define the BCMS scope, focusing on assessing and determining who is responsible for coordinating and managing activities at different organizational levels.
The project team divided the implementation project into smaller tasks, identifying the personnel, equipment, and materials needed for each. Rebecca personally handled resource allocation to implement and support the BCMS. Meanwhile, the top management ensured active involvement and commitment at all levels of the organization to enhance the BCMS's effectiveness.
Rebecca and the team drafted and published the business continuity policy on the company's website. However, some employees found the technical jargon challenging to understand, so comprehensive training sessions were held to address this issue. These measures strengthened NexTech's resilience and enhanced client trust by proactively addressing potential disruptions.
Based on Scenario 4, the top management of NexTech ensured the involvement and commitment of all levels of the organization. What did they achieve?
- A. Segregation of duties and responsibilities
- B. Fostering ethics and integrity
- C. Engagement of personnel
正解：C
質問 # 37
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.
Based on Scenario 2, during which stage of the PDCA cycle was the analysis of the internal and external context of Clicked conducted?
- A. During the 'Plan' stage.
- B. During the 'Act' stage.
- C. During the 'Do' stage.
正解：A
解説：
Context Analysis in the PDCA Cycle
* The "Plan" phase involves understanding the organization's internal and external context (Clause 4.1) and identifying legal, regulatory, and other relevant requirements (Clause 4.2).
Importance of the 'Plan' Stage
* The "Plan" stage establishes the foundation for a robust BCMS by determining critical business activities, resource requirements, and compliance factors.
* As per ISO 22313, context analysis ensures that objectives are set based on comprehensive understanding, aligning with business strategies.
Systematic Approach to Implementation
* ISO 22301 specifies that the BCMS design (Clause 6) is based on the insights from context analysis during the "Plan" phase.
* This ensures that the BCMS structure supports continuity planning tailored to organizational needs.
質問 # 38
Scenario:
Headquartered in Sri Lanka, Operons Inc. is a freight forwarding company that adopted a BCMS aligned with ISO 22301. Prior to the certification audit, Operons Inc. measured gaps between their BCMS and the standard's requirements to ensure compliance. The certification body was contracted to conduct the audit, and a biased auditor from a previous ISO 9001 audit was replaced upon request. During the audit, two minor nonconformities were identified, and the audit team issued a recommendation for certification.
The top management determined the time required to plan and accomplish the audit activities, and they agreed that the audit activities should be completed within two weeks. Is this acceptable?
- A. No, the certification body determines the time required to plan and accomplish the audit activities.
- B. No, the external audit activities for a BCMS must take more than two weeks to be completed.
- C. Yes, the top management must determine the audit time, usually no more than two weeks, for the completion of audit activities.
正解：A
解説：
According toISO/IEC 17021-1:2015, which provides requirements for bodies performing audits and certification of management systems, it is the certification body's responsibility to determine the time required for planning and conducting audits. This ensures consistency, impartiality, and alignment with international accreditation guidelines.
Supporting Details:
* Certification Body's Responsibility
* Clause 9.1.4 of ISO/IEC 17021-1:2015 states that the certification body is responsible for determining the time required to audit the management system. This includes considering the scope, complexity, and size of the organization.
* Top Management's Role
* The organization's top management can provide input or feedback regarding operational constraints or preferences, but they cannot dictate the timeline for certification audits as this compromises impartiality.
* Why the Other Options Are Incorrect:
* Option B:There is no requirement that external audits must take longer than two weeks. The duration is determined based on the audit scope and organizational complexity.
* Option C:While top management supports the audit process, determining the audit time is not within their purview under ISO/IEC 17021-1.
質問 # 39
Which of the following can be used as a performance indicator to evaluate the performance of the BCMS?
- A. The percentage of the assets damaged within a timeframe.
- B. The number of employees in the organization.
- C. The average cost of a disruption.
正解：C
質問 # 40
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.
正解：C
質問 # 41
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.
As stated in Scenario 1, Prebank's IT team was not briefed on how to handle a power outage. What does this indicate?
- A. Violation of business continuity principles
- B. Lack of a business continuity plan
- C. Inadequate segregation of duties
正解：B
質問 # 42
What should the organization avoid when implementing the BCMS?
- A. Involving external interested parties during the Plan stage of the BCMS implementation process.
- B. Upgrading the organization's technology when initiating the BCMS implementation.
- C. Targeting continual improvement at the beginning of the implementation.
正解：C
解説：
ISO 22301 Emphasis on Phased Implementation
* Continual improvement is targeted after establishing a foundational BCMS, as part of the "Act" phase in the PDCA cycle.
* Premature focus on improvement without completing context analysis and initial implementation might hinder systematic progress.
質問 # 43
What should the organization avoid when implementing the BCMS?
- A. Involving external interested parties during the Plan stage of the BCMS implementation process.
- B. Upgrading the organization's technology when initiating the BCMS implementation.
- C. Targeting continual improvement at the beginning of the implementation.
正解：C
質問 # 44
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 uphold its dedication to delivering safe, top-quality products while also safeguarding the interests of its stakeholders.
Belle appointed a business continuity manager that would be responsible and accountable for the BCMS implementation. Is this in compliance with ISO 22301?
- A. No, the business continuity manager may be responsible for the implementation, but the top management should be accountable.
- B. No, the entire implementation team is responsible and accountable for the BCMS implementation.
- C. Yes, it is the business continuity manager's duty to ensure a successful BCMS implementation, for which they will be responsible and accountable.
正解：A
質問 # 45
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