Documentos de Académico
Documentos de Profesional
Documentos de Cultura
Human Resource RISKED !! Data!! Facilities & Infrastructure!! Capabilities!! Customer base AFFECTED !! Stakeholders!!
NOW?
Resumption of services! Preparedness by learning from the loopholes! HOW? Distribute tasks asCritical Vital/Necessary Desired
Identify the (i)person(s) (ii) resources responsible for each of these tasks. Identify interdependencies within and outside the organisation. Identifying the Information flow and channelising it. Determine resource and supporting facility requirements in the context of space, proximity and function. Develop various continuity teams.
INCIDENTS
WILL happen, and as long as you can get 'in front of' the incident and control it you will control the outcome. However, it will control you if you do not command the situation from the off.
Crisis Managementincludes the immediate activities which need to be considered when the 'incident' occurs. CM: WHAT will happen, WHO is involved and HOW to take the measures for that? BCPis the holistic management process that identifies potential impacts that threaten an organisation and provides a framework for building resilience and the capability for an effective response that safeguards the interests. DR contain information on how relocation would be managed at an operational level. It also includes damage assessment details etc for facilities. So, please don't think that DR relates only to the IT department.
Risk Management Identifying and Preventing The Causes before they happen
Type of incident
All types of events - though usually segmented All sizes (costs) of events although usually segmented All from gradual to sudden
Events causing significant business disruption to critical services and capabilities For strategy planning: survival threatening incidents only Sudden or rapid events (though response may also be appropriate if a creeping incident becomes severe)
Size of events
Intensity
Pre-Event Phase
Event Phase
Crisis Management
Pre-Event Phase
Event Phase
Enterprise Risk Management: Risk Assessment Risk Strategy Risk Appetite Crisis Management: Escalation Follow up
Mission-Critical Services
Table
of Contents
Distribution strategy
Realistic Conditions Approach Tabletop Exercise Simulated Event Exercise Debriefing Participants Plan Maintenance
Employee
training
Tried to maximise the disruption -popular online retailers, -payment processing businesses -credit card companies during the busy Christmas shopping period.
Web presence was separated from the core payment functions. Behind-the-scenes payment channels Christmas shopping transactions + high levels of protection. Only-online retailers saw losses Traditional High Street retailers could benefit as some shoppers may well be driven in-store.
Business Continuity Manager of the year Arab National Bank Business Continuity Strategy of the Year Scottish Borders Council Most Effective Recovery of the Year BAA Glasgow Airport Ltd Lifetime Achievement Dennis Thomas (Former MD, NDR) ICM Computer Group Business Coninuity & Disaster Recovery Company of the year Nicole Carballeiro and Sharad Saggar of Core Consultancy Business Continuity Consultant of the Year Paul Robertson, Business Continuity Consultant, Marsh Ltd Student of the Year Erez Herman, Graduate Trainee, Crisis Solutions Ltd Excellence in Business Continuity in the Insurance Industry Marsh Ltd
8. 8 million passengers a year; busiest of the three BAA-owned Scottish Airports. 30 June 2007, the second busiest day of the year due to the school holidays commencing the previous day. Target for a car bomb attack. Initial Fire Fire & rescue (using Hose Pipes + Foam Monitor) 30 minutes! Support mechanism calling off-duty people to support front line staff. Crisis Management Tactical Command | Business Recovery StrategiCommand Initiated & Operational : 45 minutes | Initiated & Operational : One hour ISSUE: Complex Situation + Large number of Stakeholders involved RESPONSE: we were able to work ahead of the police to be operationally ready when the area was handed over. (personal ) * PERFORMANCE STANDARD* - states what is required for each business unit to ensure compliance.
The Airport Authority Website received over 560,000 visits in the 14 days following the event that was 6% more than the entire month of June. Glasgow Airport website received 130,000 visits compared to 6,000 the previous week. CHALLENGES Approximately 1,100 passengers held on board aircraft for several hours to allow police and other teams to implement plans. the sprinkler heads resulted in a great deal of water pouring into the building over several hours until the area was declared safe. *The first flight arrived at 07:37 on Sunday 1 July, a mere 16 hours 26 minutes after the initial fire.*
BANKING Regulatory requirements FIN & INSURANCE Corporate Governance TECHNOLOGY, & MEDIA & COMM. Business Strategy Companies assume they have effective continuity plans! After a comprehensive survey, loopholes. Inadequate allocation of resources in terms of both budget and personnel for the BCM program. More of IT centric rather than having a holistic perspective of the organisations, taking into account People, Process and Infrastructure. Organisations across different sectors and consisting of large, small and medium enterprises have indicated growing awareness of B.C.M.
Not just Senior! Include the mid-level management people too. Awareness & Formal training! (outsourced to core BCP institutes or regulators) *Tech, Media & Comm Strong focus. TESTING !!
Remove the barrier of awareness & understanding about WHAT A COMPREHENSIVE BCP REALLY ENTAILS! -X- Senior management (only) A Business Strategy! XIts more than just IT !!
FUNDS RESOURCES
3 situations (i) Plan Dev = CM (ii) PD > CM (iii) PD < CM Miniminsed Plan Maximised Team 9/11 Cantor Fitzgerald
Your well thought out Business Continuity Plan is ready and will adapt to any incident or crisis for your company!
CHEERS!