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Expecting the Unexpected

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To make an effective business continuity plan you need details of who needs to ... Sometimes you only discover any weaknesses when you put a plan into action. ... – PowerPoint PPT presentation

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Title: Expecting the Unexpected


1
Expecting the Unexpected
By Shaun Lindfield
2
Nearly 1 in 5 businesses suffer a major
disruption every year. Yours could be next. With
no recovery plan, you have less chance of
survival.
(Business Continuity
Institute, 2003)
3
Business Continuity Management
Business continuity management can be best
described as -
An holistic management process that identifies
potential threats to an organisation and the
impacts to business operations that those
threats, if realised, might cause, and which
provides a framework for building organisational
resilience with the capability for an effective
response that safeguards the interests of its key
stakeholders, reputation, brand and value
creating activities. (Business Continuity
Institute, 2001)
4
Why Implement BCM?
It protects the business
For legal reasons, such as -
- Civil Contingencies Act 2004
- Companies Act 2006
Other bodies, such as - Professional Bodies,
Insurance Companies etc
5
How Do I Implement BCM?
Use BS25999-1 which is the Business Continuity
Management Code of Practice
Speak to your insurance company, they might have
a BCM guidance/template
Use specific BCM/Disaster Recovery Company to
help.
6
Key Features of BCM
7
Analyse your business
Where is your business vulnerable?
8
Analyse your business
However well you understand your business, it
will help to talk to other people
- You need the fullest picture of complex
interactions inside your organisation and between
you, your customers and suppliers
- You can include expert knowledge about every
part of your business.
- You can find out if any part of your business
have plans or procedures to deal with a major
incident.
- Gives you a chance to promote the BCM and get
people involved.
- You will need a senior manager to own the BCM
and be a Champion
9
Analyse your business
Who Should I Speak to and why?
The board and Senior Management Team
Department Manager
Facilities Managers
Anyone Else?
10
Assess the risks
There are two aspects to every risk to your
business - - How likely is it to happen?
- What effect will it have on your
business? Business Continuity Management can help
you balance them
There are three ways to provide an assessment of
the risk - - Ask what if? questions -
Ask what is the worst case scenario - Ask
what functions and people are essential, and when
11
Assess the risks
Ask what if? questions
What are useful what if questions?
Dont forget people issues e.g. who is
responsible for recording who is injured, missing
etc. How will you communicate after the incident?
What is the worst case scenario?
If your plan enables you to cope with a worst
case scenario, it will also help you deal more
easily with lower impact incidents.
Your worst case scenario will reflect what would
be worst for your business. Generally the worst
case will be something that completely stops you
carrying out your business.
12
Assess the risks
What functions and people are essential, and when?
To make an effective business continuity plan you
need details of who needs to do what, when and
where in the immediate aftermath of an incident.
A function/time matrix is useful to show how
quickly functions need to be up and running after
a major incident.
Example function/time matrix
13
Develop your strategy
Check that the board and senior management agree
with your analysis of the business risks and
which people and tasks are essential.
This will give you an understanding of the
appetite for risk within your organisation and
allow you to choose one of the proven strategies
- - Accept the risks - Attempt to reduce
the risks
Are you committed to reducing risk or do you
prefer to take risks and have a comeback plan?
14
Develop your plan
Continuity plans should and will look different
for different businesses. However most good
continuity plans will share some important
features, including - - Responsibilities
- Checklists - Instructions for 1st hour
after an incident. - List of thought ideas
for after the 1st hour. - Document review
regulatory - Plan for the worst case scenario
Remember a good plan will be simple without being
simplistic. You need to be able to react quickly
without reading to much detail.
15
Develop your plan
Include information from outside your business
such as - - Emergency Planning Officer -
Emergency Services - Neighbouring Businesses
- Utility Companies - Suppliers
Customers - Your Insurance Company
Use the consultation as a PR tool you take BCM
seriously have commitment from all levels of
staff and want to get back to business in the
quickest possible time.
16
Rehearse your plan
Sometimes you only discover any weaknesses when
you put a plan into action. Rehearsal can help
confirm your plan is connected and robust if you
ever needed it.
Possible ways to rehearse your plan - -
Paper-based exercises - Telephone Cascading
- Full rehearsal
17
Example from PDC
The last time we used our BCM Plan at PDC was
when the electricity supply was wiped out due to
the Fire at Nelson Stanley's scrap yard. -
No production, damaging reputation, damaging
profits - Potential damage to machinery
causing more production problems - Safety
concerns
To ensure that the incident had as minimal impact
as possible the following occurred - -
Follow the 1st hour list - Plan for the rest
of the day/following days - Inform staff,
suppliers and customers where relevant.
18
Remember In an uncertain world, you owe it
yourself to be an organisation that is confident
of being back in business in the quickest
possible time.
(Business
Continuity Institute, 2003)
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