ISO-22301-Lead-Auditor Exam Dumps - PECB Certified ISO 22301 Lead Auditor Exam

Policy formulation is the BCMS process that is used to develop a business continuity policy that sets out an operating framework. According to ISO 22301, the organization shall establish a business continuity policy that is appropriate to the purpose and context of the organization and provides a framework for setting business continuity objectives. The policy shall also demonstrate top management’s commitment to the BCMS and its continual improvement1. The policy formulation process involves the following steps2:

• Define the scope and objectives of the policy
• Identify the relevant internal and external issues and requirements
• Analyze the current state of the BCMS and the gaps to be addressed
• Draft the policy statement and the key principles and guidelines
• Review and approve the policy by the top management
• Communicate and distribute the policy to the relevant stakeholders
• Monitor and update the policy as needed References:
• ISO 22301:2019, clause 5.3
• ISO 22301 Auditing eBook, page 24

Process-oriented objectives are the objectives that focus on the BCM activities that support the achievement of people-and performance-oriented objectives, as defined by ISO 22301. Process-oriented objectives are derived from the business continuity policy and the results of the business impact analysis (BIA) and risk assessment (RA). Process-oriented objectives are measurable, consistent, and relevant to the organization’s business continuity requirements and strategies. Process-oriented objectives are also aligned with the organization’s strategic direction and communicated to all relevant parties. Process-oriented objectives are one of the key requirements of ISO 22301, as they provide the basis for planning, implementing, monitoring, reviewing, and improving the business continuity management system (BCMS). References: ISO 22301 Auditing eBook, page 28 1; ISO 22301:2019, clause 6.2 2

Stakeholders are individuals or groups that have an interest in the organization’s performance. According to the ISO 22301 Auditing eBook, "Stakeholders are persons or organizations that can affect, be affected by, or perceive themselves to be affected by a decision or activity of the organization. Stakeholders can be internal or external to the organization. Examples of internal stakeholders are employees, managers, owners, and board members. Examples of external stakeholders are customers, suppliers, regulators, investors, competitors, media, and the public."1 Stakeholders have different needs and expectations regarding the organization’s business continuity management system (BCMS) and its ability to respond to and recover from disruptive incidents. Therefore, the organization needs to identify its relevant stakeholders and understand their requirements and expectations, as well as communicate with them effectively and appropriately. This is one of the requirements of ISO 22301, the international standard for business continuity management systems. ISO 22301 requires the organization to determine the interested parties that are relevant to its BCMS and the requirements of these interested parties2. Interested parties are a subset of stakeholders that have a direct or indirect influence on the BCMS or a stake in its outcome3. The organization also needs to monitor and review the information about these interested parties and their requirements, as they may change over time2. References:

• ISO 22301 Auditing eBook, Chapter 2: Business Continuity Concepts and Principles, Section 2.1: Stakeholders1
• ISO 22301:2019 - Security and resilience — Business continuity management systems — Requirements, Clause 4.2: Understanding the needs and expectations of interested parties2
• Interested parties in ISO 27001 and ISO 22301 | Who are they?3

Performance evaluation is the BCMS process that analyzes the adequacy of the business continuity capability using defined targets and performance indicators. It involves monitoring, measuring, analyzing, and evaluating the BCMS performance and effectiveness, as well as conducting internal audits and management reviews. Performance evaluation helps to identify the strengths and weaknesses of the BCMS, as well as the opportunities for improvement and corrective actions. Performance evaluation is one of the key requirements of ISO 22301, as it demonstrates the organization’s commitment to continual improvement and customer satisfaction. References: ISO 22301 Auditing eBook, page 19 1; ISO 22301:2019, clause 9 2

 According to ISO 22301, a business continuity management system (BCMS) is a part of the organization’s overall management system that establishes, implements, operates, monitors, reviews, maintains, and improves business continuity. A management system is a set of interrelated or interacting elements of an organization that establishes policies and objectives and enables the achievement of those objectives. A management system can address one or more disciplines, such as quality, environment, information security, or business continuity. Therefore, a BCMS is not limited to the IT management system, nor is it always managed by an external service provider. A BCMS is integrated with the organization’s strategic direction, culture, values, and processes, and it involves the participation and commitment of all levels and functions of the organization. References: ISO 22301 Auditing eBook, page 9 1; ISO 22301:2019, clause 3.4 2

Leadership prepares the organization before and during an incident by establishing the business continuity policy, objectives, and roles and responsibilities, ensuring the alignment of the business continuity management system (BCMS) with the organization’s strategic direction, providing the necessary resources and support for the BCMS, communicating the importance of effective business continuity management to all interested parties, and promoting continual improvement of the BCMS. Leadership also demonstrates commitment and accountability for the BCMS performance, ensures the integration of the BCMS requirements into the organization’s processes, reviews and evaluates the BCMS suitability, adequacy, and effectiveness, and ensures that the organization’s business continuity needs and exp

Business Continuity Management (BCM) is a holistic management process that identifies potential threats to an organization and the impacts to business operations that those threats, if realized, might cause, and which provides a framework for building organizational resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value-creating activities1. One of the main objectives of BCM is to prepare the entire organization in advance of any major incident, so that it can respond and recover effectively and efficiently. This is achieved by implementing a Business Continuity Management System (BCMS), which is a set of policies, processes, procedures, roles, responsibilities, resources, and plans that enable an organization to manage business continuity2.

According to ISO 22301, the international standard for BCMS, one of the benefits of implementing a BCMS is that it helps an organization to establish a culture of good business practice, which is an initiative that helps in preparing the entire organization in advance of any major incident3. Good business practice means that an organization follows the principles of business continuity, such as customer focus, leadership, engagement of people, process approach, improvement, evidence-based decision making, and relationship management. By adopting these principles, an organization can enhance its resilience, reduce its risks, improve its performance, and increase its customer satisfaction.

The other options are not correct because they are not initiatives of BCM that help in preparing the entire organization in advance of any major incident. Leadership is a principle of business continuity, but it is not an initiative by itself. It refers to the role of top management in establishing the BCMS, providing direction and support, and ensuring its effectiveness. Governance is a function of the organization that ensures that the BCMS is aligned with the strategic objectives, complies with the legal and regulatory requirements, and meets the expectations of the interested parties. Long range focus is a characteristic of a resilient organization, but it is not an initiative of BCM. It means that an organization anticipates and adapts to the changing environment, and plans for the future.

References: 1: ISO 22301:2019, Security and resilience — Business continuity management systems — Requirements, 3.4 2: ISO 22301:2019, Security and resilience — Business continuity management systems — Requirements, 3.5 3: ISO 22301:2019, Security and resilience — Business continuity management systems — Requirements, Introduction : ISO 22301:2019, Security and resilience — Business continuity management systems — Requirements, 0.2 : ISO 22301 Auditing eBook, Chapter 2.2.2 : ISO 22301 Auditing eBook, Chapter 2.1.1

 A risk assessment is a review that uncovers the vulnerability and exposure of the organizational activities to specific types or risk. A risk assessment helps to identify, analyze, and evaluate the potential threats and impacts that could affect the organization’s ability to achieve its objectives and maintain its continuity. A risk assessment also helps to determine the appropriate risk treatment options and controls to reduce the likelihood and/or consequences of the risks. A risk assessment is an essential part of the business continuity management system (BCMS) as it enables the organization to prioritize its business continuity requirements and resources based on the level of risk. References:

• ISO 22301 Auditing eBook, page 25
• ISO 22301:2019, clause 6.1.2

Adopting the BCMS optimizes the organization’s business continuity capability by enabling it to identify, prevent, prepare for, respond to, and recover from disruptive events. The BCMS provides a systematic approach to plan, implement, operate, monitor, review, maintain, and improve the organization’s ability to protect its critical functions and deliver its products and services at an acceptable level of performance during and after a disruption. The BCMS also helps the organization to enhance its resilience, reduce its risks, improve its reputation, and increase its customer satisfaction. References: ISO 22301:2019, Clause 1; ISO 22301 Auditing eBook, Chapter 1.1.

The act step in the PDCA cycle validates improvements by taking actions to address any gaps, nonconformities, or opportunities for improvement identified in the check step. The act step also involves reviewing the effectiveness of the actions taken and determining whether further improvement is possible or necessary. The act step closes the PDCA cycle and leads to a new plan step for the next cycle of continual improvement. The act step is one of the key requirements of ISO 22301, as it demonstrates theorganization’s commitment to enhance its business continuity capability and performance. References: ISO 22301 Auditing eBook, page 10 1; ISO 22301:2019, clause 0.3 2

The step that collates and validates all resource requirements of the selected continuity solutions is the compile step. This step involves gathering all the information about the resources needed to implement and operate the continuity solutions, such as human resources, equipment, facilities, materials, suppliers, partners, etc. The compile step also involves verifying that the resource requirements are realistic, feasible, and consistent with the organization’s objectives, policies, and budget1.

References: 1: ISO 22301 Auditing eBook, Chapter 6: Business Continuity Strategy, Section 6.2: Continuity Solutions, Subsection 6.2.4: Compile, Page 88.

 The evaluation process that enables senior executives to manage decisions on building resilience in the development programme is the new product/service assessment. This process involves evaluating the potential impact of new products or services on the organization’s business continuity objectives, risks, and capabilities. The new product/service assessment helps senior executives to identify and prioritize the business continuity requirements and resources needed for the successful launch and delivery of new products or services. The new product/service assessment also helps senior executives to monitor and review the performance and effectiveness of the new products or services in relation to the business continuity objectives and expectations. References:

• ISO 22301 Auditing eBook, page 67
• ISO 22301:2019, clause 8.3

The check phase in the PDCA cycle is the phase where the organization monitors, measures, analyzes, and evaluates the performance and effectiveness of the BCMS against the business continuity policy, objectives, and requirements. The check phase involves conducting internal audits, management reviews, and performance evaluations to identify the strengths and weaknesses of the BCMS, as well as the opportunities for improvement. The check phase also involves collecting and analyzing feedback from interested parties, such as customers, suppliers, regulators, and employees, to ensure that the BCMS meets their needs and expectations. The check phase provides the basis for the act phase, where the organization takescorrective actions and preventive actions to address the nonconformities and risks identified in the check phase. References: ISO 22301:2019, Clause 9; ISO 22301 Auditing eBook, Chapter 5.1.

Succession planning is the type of planning that minimizes impacts due to the unavailability of key staff. Succession planning is a process of identifying and developing potential successors for key positions in an organization. It helps to ensure the continuity of leadership and critical skills in the event of staff turnover, retirement, resignation, illness, death, or any other cause of unavailability. Succession planning is an important component of business continuity management, as it helps to reduce the risk of disruption and loss of performance due to the loss of key staff. Succession planning also helps to retain and motivate high-potential employees, as well as to enhance the organization’s reputation and attractiveness as an employer. Succession planning should be aligned with the organization’sstrategic objectives, culture, and values. It should also be based on a systematic assessment of the current and future needs of the organization, as well as the competencies and potential of the existing and prospective staff. Succession planning should involve the participation and commitment of senior management, human resources, and the relevant staff. It should also be reviewed and updated regularly to reflect the changing circumstances and needs of the organization. References:

• ISO/TS 30433:2021 - Human resource management — Succession planning metrics cluster1
• ISO 22301 Auditing eBook, Chapter 2: Business Continuity Concepts and Principles, Section 2.4: Business Continuity Strategy2
• ISO 22301:2019 - Security and resilience — Business continuity management systems — Requirements, Clause 7.2: Competence3

 Document control is a process that ensures that documented information related to the BCMS is current, accurate, and available to relevant parties. It also ensures that the confidentiality of business continuity materials is safeguarded from unauthorized access, disclosure, or misuse. Document control covers the creation, approval, distribution, use, storage, preservation, retrieval, control of changes, retention, and disposition of documented information. Document control is required by clause 7.5.3 of ISO 22301:2019. References: ISO 22301:2019, clause 7.5.3; ISO 22301 Auditing eBook, page 56.

According to ISO 22301 Auditing eBook, Chapter 3.2.1, people-oriented objectives are the objectives that are related to shaping the attitudes, behaviours, and skills of individuals within the organization. These objectives aim to enhance the awareness, competence, and commitment of the personnel involved in the business continuity management system (BCMS). Some examples of people-oriented objectives are:

• To increase the level of business continuity awareness among all employees by conducting regular training and awareness sessions.
• To ensure that all business continuity roles and responsibilities are clearly defined and communicated to the relevant personnel.
• To develop and maintain the necessary skills and knowledge for performing business continuity tasks and activities.
• To foster a culture of business continuity within the organization that encourages participation, collaboration, and continuous improvement.

People-oriented objectives are important for ensuring that the organization has the human resources required for implementing and maintaining the BCMS, and for achieving the desired business continuity performance and results. References: ISO 22301 Auditing eBook, Chapter 3.2.1.

A documentary review is a type of review that involves examining documents, records, or other forms of evidence related to the audit criteria and objectives. It can often be used as a secondary method to support other forms of information collection methods, such as interviews, observations, or sampling. A documentary review can help to verify the existence, implementation, and effectiveness of the audited processes, activities, or controls. It can also provide useful information about the context, scope, and objectives of the audit, as well as the roles and responsibilities of the auditees and other relevant parties. References: ISO 22301 Auditing eBook, page 611; ISO 19011:2018, clause 6.3.22

Continual improvement is the process that ensures the BCMS operates effectively and remains relevant in its context. Continual improvement is an essential aspect of any management system, as it allows organizations to identify areas for improvement and implement changes to enhance their performance. According to ISO 22301, organizations should establish, implement, maintain, and continually improve a business continuity management system (BCMS) based on the principles of continual improvement. Furthermore, this ongoing process should be embedded into the organization’s culture. The continual improvement involves regularly reviewing the BCMS to identify areas for improvement and taking action to make changes that will enhance the system’s effectiveness. This can be achieved through various methods, such as monitoring and measuring the system’s performance, analyzing data and trends, conducting internal audits and management reviews, and implementing corrective and preventive actions. ISO 22301 also emphasizes the importance of leadership in driving continual improvement. Top management should continually improve the BCMS and provide the necessary resources and support to achieve this. They should also set objectives and targets for improvement and monitor progress. Continual improvement is a systematic and ongoing process that involves identifying opportunities for improvement, making changes, and monitoring the results to ensure practical improvements. References: : ISO 22301 Auditing eBook, page 11 : ISO 22301:2019, clause 10.2 : ISO 22301:2019, clause 3.15 : ISO 22301 Clause 10.2 Continual improvement : ISO 22301 continuous improvement – How to achieve it

A multidisciplinary function encompasses the knowledge and skills of a diverse group of professionals to manage the corporate Business Continuity Management programme.According to the ISO 22301 Auditing eBook, "Business continuity is a multidisciplinary function that involves several different departments and business units, such as IT, human resources, finance, legal, public relations, etc. Each of these departments and units has a role and responsibility in ensuring the continuity of the organization’s critical activities and processes in the event of a disruption. Therefore, a business continuity auditor needs to have a broad understanding of the various aspects and functions of the organization, as well as the specific requirements and expectations of each stakeholder group."1 References:

• ISO 22301 Auditing eBook, Chapter 2: Business Continuity Concepts and Principles, Section 2.2: Business Continuity Auditor Competencies1

According to ISO 22301:2019, clause 10, improvement consists of two elements: nonconformity and corrective action, and continual improvement. Nonconformity and corrective action is the process of identifying and addressing any deviations from the requirements of the standard or the organization’s own policies and procedures. It involves taking actions to eliminate the causes of nonconformities, prevent their recurrence, and reduce their impact. Continual improvement is the process of enhancing the suitability, adequacy, and effectiveness of the BCMS and its performance. It involves identifying and implementing opportunities for improvement based on the results of monitoring, measurement, analysis, evaluation, internal audit, and management review. References: : ISO 22301 Auditing eBook, page 11 : ISO 22301:2019, clause 10 : ISO 22301: Clause 10 - Improvement – ISO Templates and Documents Download : ISO 22301 continuous improvement – How to achieve it - Advisera

According to the ISO 22301 Auditing eBook, likelihood is defined as "the chance of something happening, whether defined, measured or determined objectively or subjectively, qualitatively or quantitatively, and described using general terms or mathematically (such as a probability or a frequency over a given time period)"1. Likelihood is one of the factors that determine the level of risk, along with the impact or consequence of an event. The probability of a threat or risk to occur is therefore equivalent to the likelihood of that event.

References: : ISO 22301 Auditing eBook, Chapter 3: Business Continuity Management System, Section 3.2: Terms and definitions, Page 23.

The team that is responsible for determining how the impact of the incident is managed within the policy guidelines set by the strategic team is the tactical team. The tactical team is composed of managers or experts who have the authority and competence to make decisions and allocate resources to implement the business continuity plans and strategies. The tactical team coordinates and communicates with the operational team, which is responsible for executing the recovery and restoration activities, and reports to the strategic team, which is responsible for setting the overall direction and objectives of the incident response1.

References: 1: ISO 22301 Auditing eBook, Chapter 7: Business Continuity Response, Section 7.2: Incident Management Structure, Subsection 7.2.1: Incident Management Teams, Page 103

Crisis communication is the process of managing the flow of information during and after a crisis situation that threatens the reputation, operations, or survival of an organization. It aims to protect the organization’s shareholder value and long-term reputation by maintaining trust and confidence among its stakeholders. According to the ISO 22301 Auditing eBook, crisis communication is one of the key elements of a business continuity management system, as it enables the organization to communicate effectively with its internal and external parties, such as employees, customers, suppliers, media, regulators, and the public. Effective crisis communication can help the organization to minimize the negative impacts of a crisis, restore normal operations as soon as possible, and enhance its resilience and reputation in the long run. References: ISO 22301 Auditing eBook, pages 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, and 27.

Maintenance is the activity that ensures that the programme and its components remain in line with the organization’s overall strategy. Maintenance involves monitoring and reviewing the performance and effectiveness of the programme, identifying and implementing improvements, and ensuring alignment with the changing needs and expectations of the organization and its stakeholders. Maintenance is an essential part of the programme management cycle, as it helps to ensure that the programme delivers the intended benefits and outcomes, and that the programme remains relevant and adaptable to the changing environment. Maintenance is also a requirement of ISO 22301, the international standard for business continuity management systems (BCMS). According to ISO 22301, the organization shall establish, implement and maintain a process for continual improvement of the BCMS, which includes evaluating the need for changes to the BCMS, and ensuring that the BCMS remains suitable, adequate and effective1. References:

• ISO 22301:2019, clause 10.2

SMART is an acronym for Specific, Measurable, Achievable, Relevant, and Time-bound. It is a method of setting objectives and evaluating performance that entails the use of unstructured narrative style to inform specific factors and the overall work performance. SMART objectives are clear, realistic, and measurable, and they help to align the individual’s goals with the organization’s strategy. SMART objectives also provide feedback and motivation for the individual and the team. References: ISO 22301 Auditing eBook, page 321

According to ISO 22301:2019, Clause 3.10, critical functions are the functions that are directly responsible for the delivery of products and services to the customers and other interested parties. Critical functions are essential for the organization to achieve its objectives, protect its reputation, and meet its legal and contractual obligations. Critical functions are also the ones that are most vulnerable to disruption, and therefore require the highest level of protection and recovery capability. The identification and prioritization of critical functions are part of the business impact analysis (BIA) process, which is a key component of the business continuity management system (BCMS). References: ISO 22301:2019, Clause 3.10; ISO 22301 Auditing eBook, Chapter 4.2.2.

 The media and press have a profound impact on the long-term performance, or in some cases, the survival of an organization, especially in the aftermath of a disruptive incident. The media and press can influence the perception and reputation of the organization, as well as the expectations and satisfaction of its stakeholders, such as customers, suppliers, regulators, employees, and the general public. Therefore, it is important for the organization to establish and maintain a positive relationship with the media and press, and to communicate effectively and transparently during and after a crisis. ISO 22301:2019, Clause 8.4.3, requires the organization to establish, implement, and maintain a documented procedure to manage communications with relevant interested parties during a disruptive incident. The procedure should include the identification of the spokesperson(s) who will communicate with the media and press, the preparation of key messages and statements, the approval and distribution of information, and the monitoring and evaluation of the effectiveness of the communications. The organization should also consider the potential legal andethical implications of its communications, and ensure that the information provided is accurate, consistent, and timely. References: ISO 22301:2019, Clause 8.4.3; ISO 22301 Auditing eBook, Chapter 4.3.3.