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Business Continuity Management

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Title: Business Continuity Management


1
Business Continuity Management
  • IFMA Suncoast Chapter
  • Thursday, May 15, 2008

Presented By Paula Green
2
Seminar Objectives
  • Overview of Business Continuity Management
  • The Status of Business Continuity
  • The Business Continuity Model
  • Pre-Planning
  • Facilities
  • Finance
  • Communications/Data
  • HR/Employees
  • External Customers
  • Business Continuity Planning Resources
  • 5. Real Life Examples
  • 6. Q A

3
Overview of Business Continuity Management (BCM)
  • A company has the
    responsibility
  • first
    to the employees safety and

  • security, then to the operations,
  • and
    finally to the financial situation.
  • Lloyd's Director of Worldwide Markets says,
    "Today's business leaders
  • know that the likelihood of a costly risk
    management failure is high.
  • Yet while it is encouraging that boards are now
    spending more time
  • and resources on risk management, this research
    clearly shows that
  • businesses accept they should be doing more to
    recognize and prepare
  • for the potentially crippling risks that they
    face.

4
Overview of Business Continuity Management
  • With new areas of risk emerging and experts
    predicting that the impact of man-made and
    natural catastrophes will become more severe, the
    research found that
  • Over half of companies had at least one 'near
    miss' failure to
  • manage risk.
  • The amount of time boards are spending on risk
    management has
  • risen four-fold in the past three years.
    Although fewer than 30 of
  • the Fortune 2000 companies actually have a
    BC plan in place that
  • extends beyond IT.
  • Boards are now assessing a wider range of
    risks in the light of
  • corporate scandals and regulatory
    intervention, terrorist attacks,
  • and weather related disaster.

5
Overview of Business Continuity Management
  • Defining Business Continuity and Disaster
    Recovery
  • Terms are often lumped together, but they are
    different.
  • A solid business continuity plan is often
    required to make a
  • disaster recovery plan viable.
  • Business Continuity the ability to keep
    vital business operations running in the
    event of failure in the existing infrastructure.
  • When part of the existing infrastructure
    fails.the ability to
  • resume operations within a given time period.
    (Power failures,
  • network failures, data integrity issues, human
    error, etc.)
  • Disaster Recovery is when the infrastructure
    is significantly
  • impacted and is no longer available. Most often
    a major natural
  • disaster or other act of God.
  • How can you anticipate and quantify business
    risks that could impact your companys ability to
    meet its financial objectives?

6
Overview of Business Continuity Management
  • Plan for more than the Perfect Storm
  • 44 Hardware a system component
    failsservers, switches, disk drives, etc.
  • 32 Human Error either a mistake in a
    configuration setting or issuing a wrong command.
  • 14 Software and Firmware Errors operating
    systems hanging, introduction of new applications
    to servers, etc.
  • 7 Virus/Security Breach often from system
    users downloading files from unsecured sites.
  • 3 Natural Disasters

7
The Status of Business Continuity
  • Crisis Management Planning
  • Which of these statements best describes the
    current state of your organizations crisis
    management plan?
  • Responsible executives are identified but there
    is no formal crisis management plan or assigned
    roles and responsibilities.
  • Crisis management and emergency response team
    members are identified and a crisis command
    center has been established.
  • Crisis management and emergency response team
    plans are informal and partially tested.
  • Crisis management and emergency management team
    plans are tested at least quarterly.
  • Interpretation Organizations are spending their
    investment in formal crisis management programs
    and are incorporating these plans into their
    testing programs.

8
The Status of Business Continuity
  • Management Tolerance Core Recovery Times
  • If your core business function operations are
    interrupted, what is your organizations
    tolerance for downtime (i.e. recovery time
    objectivesRTOs) for your most critical
    activities?
  • Zero tolerance for downtime
  • Less than 2 hours
  • Two to eight hours
  • Eight to 24 hours
  • 24 72 hours
  • 72 hours to five days
  • Greater than 5 days
  • Interpretation Tolerance for downtime continues
    to decline in most organizations, with recovery
    time objectives for core business functions being
    established in hours, not days.
  • A conservative estimate pegs the hourly cost
    of downtime for computer networks at 42,000.

9
The BCM Model
  • Many companies have strong BCPs that identify the
    process to manage a crisis or disaster, which
    focuses on the loss of a facility
  • or technology. But all of these plans are
    dependent upon people.
  • The success of these BCPs requires an intact and
    available
  • workforce.
  • Modern businesses are consolidating facilities.
  • Duplicity has been eliminated in order to
    reduce expenses and
  • increase bottom line.
  • Fewer people to do more work creating a
    specialized worker that
  • is difficult to replace.
  • Desk procedures and training materials are not
    documented or
  • distributed which makes training replacements
    difficult in a short
  • timeframe.
  • The increased trend in outsourcing entire
    business functions,
  • especially to overseas firms, presents
    different geographical,
  • cultural, logistical, communications and
    employee risks.

10
The BCM Model
  • What are the priorities of your organization?
    Corporate goals? (revenue, communications,
    customers, accounting, etc.)
  • There are 5 areas of focus within the Continuity
    Plan
  • Key Department Pre-Planning
  • Facilities
  • Communications/Data
  • Financial
  • HR/Employees
  • The development, testing, and implementation of a
    continuity plan involves multiple departments
    within an organization who work together as a
    team. The success of the entire plan depends on
    each departments contribution, participation,
    and execution of the plan.
  • Facilities Management Finance
  • Risk Management Human Resources
  • IT

11
The BCM Model
  • Key Department Pre-Planning
  • Develop easily understood written procedures
  • that support your companys policies.
    Create
  • a BCP manual.
  • 2. Detail who is responsible for completion and
    any pertinent
  • notes. Check off every completed item.
  • 3. Who are your key players? What if your key
    players are absent?
  • Who calls the emergency? Who is the
    decision-maker on
  • unforeseen circumstances? Who is on the
    ground?
  • 4. Identify a key spokesperson for the company.

12
The BCM Model
  • Facilities - Pre Occurrence
  • Develop multiple plans based on the type or scale
    of the disaster including an alternate plan for
    each.
  • Review and assess any new or additional security
    requirements needed for buildings, plants, IT
    systems, etc.
  • Maintain emergency kits on site, including food,
    water, flashlights and batteries, medical kit, a
    source of heat and a source of communication.
    Make sure people can exist in facility for 3
    days.
  • Consider immediate needs, such as new or
    additional office space, warm or cold recovery
    centers.


13
The BCM Model
  • Facilities Pre Occurrence
  • 5. Establish plan for alternate postal
    deliveries if necessary.
  • Pre-select vendor partners prior to disaster.
  • 7. Dry Run and modify the plan consistently.



14
The BCM Model
  • Financial Pre Occurrence
  • Determine whether insurance policies are
    available covering, for example, key
    individuals, other life, property, business
    interruption and disability. Make sure key
    personnel understand and review insurance
    coverage.
  • Consider setting up a separate department
    internally to isolate costs associated with
    disaster (for insurance purposes) with
    centralized review.
  • Assess your financial status. What is
  • your cash position? Cash burn rate?
  • Immediate cash needs? Can you access
  • the cash?
  • Determine assistance available, such as
  • credit lines, disaster loans and grants.

15
The BCM Model
  • Communications/Data Pre Occurrence
  • Ascertain the extent of your communications
    network. Which systems are available post
    disaster? Who has access? How fast can all data
    be restored?
  • Keep backup programs and duplicate records
    (financial statements, accounts receivable,
    client information, etc.) at a different, safe
    site. Consolidated, centralized storage with
    storage networking combined with a disk-based
    backup.
  • Consider network issues. Can critical technology
    partners be affected?

16
The BCM Model
  • Communications/Data Pre Occurrence
  • Determine when the last back-up took place. What
    if all power to the data center was lost?
  • No system is infallible. Have a back-up plan.
    What if you only have backup tapes and all the
    hardware is gone..how do you recover?
  • Determine assistance available, hardware and
    software.

17
The BCM Model
  • HR/Employees Pre Occurrence
  • Talk to employees about a home emergency kit
    with enough supplies to last 3 days.
  • All employees need to understand their potential
    roles within the company continuity plan.
  • Distribute two copies of the complete plan to all
    key employees one copy for home, one copy for
    the office.
  • Decide how your company will handle paying wages,
    carrying health insurance to reduce the time
    employees are in a state of uncertainty.
  • Distribute disaster recovery information to all
    employees in the form of wallet cards or other
    means that are easily accessible (800, text
    messaging, intranet site, etc.)

18
The BCM Model
  • HR/Employees Safety During Occurrence
  • Execute the Call Tree.
  • Identify impacted employees and work to
  • locate all employees.
  • Identify employees traveling, determine a
  • means of communication, consider security
  • issues and review travel plans and
    requirements.
  • Determine external assistance available, such as
    people and expertise.

19
The BCM Model
  • HR/Employees Safety During Occurrence
  • Understand the needs of employees families to
    determine whether any support is needed that the
    company can provide. May include extended
    family.
  • Organize a system for staying in touch with key
    employees.
  • Review and assess any new or additional security
    requirements needed for employees.
  • Determine whether temporary housing may be
    needed.
  • Assess transportation issues.

20
The BCM Model
  • HR/Employees Post Occurrence
  • Consider employees, benefits and
  • HR issues. Are alternate means of
  • payroll delivery necessary?
  • Consider health and disability insurance issues,
    life insurance, personal leave, and cash loans or
    advances to employees.
  • Consider behavioral issues, such as grief
    counseling, productivity and back-to-normal plan.
    How can you assist your employees working the
    disaster to decompress.
  • Can employees be redeployed?

21
The BCM Model
  • External Customers Pre Occurrence
  • Develop your plan with protecting your companys
    image in mind current customer commitments, new
    customers, communications, etc.
  • Identify current and potential clients,
    suppliers, vendors, strategic
  • partners, etc.
  • Add a force majeure clause to existing contracts,
    customer
  • agreements, and vendor programs.
  • Communication of the plan is key for customers as
    well as suppliers
  • Potential limitations
  • Availability and ship times
  • Staffing incl. temporary staffing
  • Changes in procedures or policies
  • Emergency contact procedures
  • Alternate communications

22
The BCM Model
  • External Customers Post Occurrence
  • Assess business status.
  • Can you operate right now?
  • Determine immediate or pending deadlines,
  • due dates, customer and supplier needs.
  • Look at operational risks, such as
    work-in-progress, cancellations,
  • no-shows, refunds, lost revenues and
    undeliverable materials.
  • Understand the operational risks of customers and
    suppliers. Work together where possible to
    minimize the risks to all parties.
  • Have you reviewed the BC plans of your
    vendor/suppliers? Have you incorporated their
    recovery objectives into your service level
    agreements?
  • 5. Contact competitors. Consider outsourcing
    production to them so you can meet the needs of
    your customers.

23
Business Continuity Planning Resources
  • National Information
  • Disaster Recovery Journal - DRJ is free. Monthly
    podcasts, international/educational webinars,
    articles, bookstore, semi- annual educational
    conference. www.drj.com
  • Disaster Recovery World - Downloadable resource
    for BC templates. BCP, Audit Checklist Risk
    Analysis can be purchased.
  • www.disasterrecoveryworld.com
  • Disaster Resource Guide - Crisis/Emergency Mgmt.
    business continuity info. Lists Directory of
    Consultants (Meet the Pros) with BCM Vendors by
    category and Whitepapers. The Continuity e-Guide
    is a weekly update of the Disaster Resource
    Guide. www.disaster-resource.com
  • IFMA - www.ifma.org

24
Business Continuity Planning Resources
  • National Information (cont.)
  • Continuity Insights Virtual seminars, annual
    educational conference, bi-monthly magazine
    free E-newsletter. Need to register, but free.
    www.continuityinsights.com
  • Modular Building Institute Short/Long term
    modular office space. www.mbinet.org
  • Contingency Planning Annual conference,
    educational e-newsletter monthly. Archived
    articles. www.contingencyplanning.com
  • Employee Relocation Council Assistance in
    workforce mobility. International. www.erc.org
  • Office Business Centers Assoc. International
    Short/Long term office space with business center
    capabilities. www.obcai.org

25
Business Continuity Planning Resources
  • National Information (cont.)
  • Hot Sites www.availability.sungard.com or
    www.agilityrecoverysolutions.com
  • Federal Emergency Management Association (FEMA)
    www.fema.gov
  • Buildings.com Information for facilities
    managers. www.buildings.com
  • National Institute for Occupational Safety and
    Health - Emergency response resources articles.
    www.cdc.gov/niosh/topics/emergency.html
  • Continuity Central Overview of BC Industry,
    News Headlines, how to get started, specific
    disaster recovery steps. www.continuitycentral.co
    m

26
Business Continuity Planning Resources
  • Ready.Gov - www.ready.gov/america/local/fl.html
  • Get a Kit (preparation)
  • Make a Plan (template)
  • Education (what you can do to prepare)
  • Citizen Corp - www.citizencorps.gov/ - List of
    County and Local Councils (Hillsborough County
    Council listed)
  • Mission is to harness the power of every
    individual through education, training and
    volunteer services to make communities safer,
    stronger and better prepared to respond to
    threats of terroism, crime, public health issues
    and disasters of all kinds.
  • Continuity of Operations Planning
    http//ready.gov/business/plan/planning.html
  • FEMA http//fema.gov/business/bc.shtm -
    Standard Checklist Criteria for Business Recovery
    template

27
Business Continuity Planning Resources
  • State and Local Information
  • Association of Contingency Planners
    International Network and information exchange.
    Local Chapters Greater Tampa Bay Chapter
    (website under construction). Call Wendi Stevens
    727-214-3449. www.acp-international.com
  • Community Emergency Response Teams (CERT)
    Brings 1st responders and citizen volunteers
    together to prepare for and recover from disaster
    situations.
  • http//training.fema.gov/EMIWeb/CERT/
  • Florida Division of Emergency Management Basic
    Business Plan templates. www.floridadisaster.org
  • Tampa Chamber of Commerce Educational Seminars.
  • www.tampachamber.com

28
Business Continuity Planning Resources
  • Training
  • Emergency Management Institute National
    Emergency Training Center (NETC)
    http//training.fema.gov/EMIWeb/IS/
  • Business Continuity Institute (BCI) Development
    Tools and Training www.thebci.org

29
  • Planning is an unnatural process it is much
    more fun to do something else. The nicest
    thing about not planning is that
  • failure comes as a complete surprise, rather
    than being
  • preceded by a period of worry and
    depression.
  • Sir John Harvey-Jones

30
Q A
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