PECB ISO-22301-Lead-Auditor Exam With Confidence Using Practice Dumps

The four phases of the Deming Cycle are Plan, Do, Check, and Act. The Deming Cycle, also known as the PDCA cycle, is a four-step model for continuous improvement of processes, products, or services. The cycle was developed by Dr. W. Edwards Deming, a pioneer of quality management, and is based on the scientific method of problem-solving. The four phases of the Deming Cycle are1:

• Plan: Identify the problem or opportunity, analyze the root causes, and establish the objectives and measures for improvement.
• Do: Implement the planned solution, test the results, and collect data for evaluation.
• Check: Compare the actual results with the expected results, identify the gaps and deviations, and analyze the effectiveness and efficiency of the solution.
• Act: Take corrective or preventive actions to close the gaps and prevent recurrence, standardize the solution, and communicate and document the lessons learned. The Deming Cycle is a dynamic and iterative process that can be applied to any type of process, product, or service. The cycle helps to ensure that the improvement is based on facts and data, and that the improvement is monitored and evaluated for further improvement. The Deming Cycle is also aligned with the structure and content of ISO 22301, the international standard for business continuity management systems (BCMS). ISO 22301 follows the Plan-Do-Check-Act approach to establish, implement, maintain, and improve a BCMS that enables an organization to prepare for, respond to, and recover from disruptive incidents2. References:
• PDCA (Plan-Do-Check-Act) Cycle in ISO 9001 Requirements - Advisera
• ISO 22301:2019 - NQA, page 9

The collection of corporate information provides evidence on the state of organizational preparedness, as it allows the organization to assess its currentcapabilities, resources, and performance in relation to its business continuity objectives and requirements. Corporate information includes documents, records, data, and other types of information that are relevant to the organization’s business continuity management system (BCMS). By collecting and analyzing corporate information, the organization can identify its strengths, weaknesses, opportunities, and threats, and determine the gaps and areas for improvement in its BCMS. Corporate information also helps the organization to monitor and measure the effectiveness and efficiency of its BCMS, and to demonstrate its compliance with the ISO 22301 standard and other applicable regulations and standards. References: ISO 22301 Auditing eBook, page 34; ISO 22301:2019 standard, clause 9.1

Business Impact Analysis (BIA) is an objective approach that assesses the organisational activities and determines their criticality, dependencies, and recovery priorities. BIA is a key process in developing a business continuity management system (BCMS) according to ISO 22301. BIA helps to identify the potential impacts of disruptions to the organisation’s critical functions and processes, such as financial losses, reputational damage, legal liabilities, regulatory penalties, customer dissatisfaction, etc. BIA also helps to determine the recovery time objectives (RTOs), recovery point objectives (RPOs), and minimum business continuity objectives (MBCOs) for each critical function and process. BIA provides the basis for developing business continuity strategies and plans that ensure the continuity and resilience of the organisation. References:

• ISO 22301 Auditing eBook, Chapter 2: Business Continuity Concepts and Principles, Section 2.3: Business Impact Analysis1
• ISO/TS 22317:2021(en), Security and resilience — Business continuity management systems — Guidelines for business impact analysis2