When the rubber hits the road will you be ready? PMI Lakeshore Chapter February 21, 2005 CAROL MOFFITT.
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When the rubber hits the When the rubber hits the road will you be ready?road will you be ready?
PMI Lakeshore ChapterPMI Lakeshore Chapter
February 21, 2005February 21, 2005
CAROL MOFFITTCAROL MOFFITT
22 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Where we’ve been….Where we’ve been….
Disaster Recovery…Disaster Recovery…
Business Recovery…Business Recovery…
Business Contingency…Business Contingency…
Business Continuity…Business Continuity…
33 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
What is a disaster, incident, event…?What is a disaster, incident, event…?
Natural or weather relatedNatural or weather related
Man-madeMan-madeAccidentalAccidental
DeliberateDeliberate
TSUNAMI
natural
disaste
r
SARS
pandem
ic
BLASTER
Computer viru
s
POWER O
UTAGE
infra
structu
re fai
lure
9-11
terroris
t Acti
vities
SYSTEMS C
RASH
technology fa
ilure
“MAD C
OW”
DISEASE
LABOUR STRIKE
disgruntle
d employee
s
FIRE
natural
or man
-mad
e
PRIVACY
BREACH
HURRICANES
A-Z
CHEMIC
AL SPILL
accid
ental
or deli
berate
44 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Business Continuity ManagementBusiness Continuity Management
Process to minimize potential and / or real risksProcess to minimize potential and / or real risks
Business Continuity PlanningBusiness Continuity Planning An ongoing process to An ongoing process to prepareprepare for interruptions through for interruptions through
the development, implementation and testing of business the development, implementation and testing of business continuity initiativescontinuity initiatives
Event / Crisis ManagementEvent / Crisis Management The activities undertaken to The activities undertaken to respondrespond to interruptions to interruptions
including returning to normal and debriefing the event to including returning to normal and debriefing the event to improve both Planning and Event Management going improve both Planning and Event Management going forwardforward
55 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Business ContinuityBusiness Continuity
Education &
Awareness
BIA & RA
PlanDevelopment
/ Revision
TestingPlan Update
ExecutiveSign-off
LifeCycle
GOVERNANCE
Directive
Policy
Procedures
Standards
Guidelines
Methodologies
Compliance
Reporting
Audit
EVENT / CRISIS MANAGEMENT
People Communications Technology Security Facilities Administration
66 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Event / Crisis ManagementEvent / Crisis Management
External Partners
Divisions / Departments
Operations, Networks
Technology Logical SecurityTelecoms, etc.
Human Resources
AdministrationFinance, Legal
Bldg Mgmt, Security
Facilities Real Estate, Insurance
Employees
CommunicationsClients / Public
Media
Response & Status
Executive / Board of Directors
Senior Management
77 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Roles & ResponsibilitiesRoles & Responsibilities
Regulators &External Governance
Internal Support Teams
CivilAuthorities
BUSINESS
BCM Group
Technical Support
Executive
External Service Providers
Audit &Risk Management
88 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Shifting TrendsShifting Trends
Increase in events Increase in events (type / variety / number)(type / variety / number)
Increase in simultaneous eventsIncrease in simultaneous events
Increase in customer expectationsIncrease in customer expectations
Increase in interdependencies across Increase in interdependencies across business, with I.T., and external service business, with I.T., and external service providers / outsourcersproviders / outsourcers
99 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Shifting TrendsShifting Trends
Technology enhancements and Technology enhancements and diversificationdiversification
Increase in costs Increase in costs (technology and people resources, (technology and people resources, reduced service availability and potential loss of revenue)reduced service availability and potential loss of revenue)
Decreasing windows for testing Decreasing windows for testing (combination (combination of technical complexity and ‘service’ availability)of technical complexity and ‘service’ availability)
Increase in governance and complianceIncrease in governance and compliance
1010 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
IT ChallengesIT Challenges
Business demands speed & agilityBusiness demands speed & agility
Technology is core to business strategyTechnology is core to business strategy
Integration of technologies & servicesIntegration of technologies & services
Competitive technology marketplaceCompetitive technology marketplace
ResourcesResources
Business vs. Technology SolutionsBusiness vs. Technology Solutions
1111 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
BCM ChallengesBCM Challenges
Traditional response to the ‘risk of system Traditional response to the ‘risk of system failure’failure’
Backup requirementsBackup requirements Equipment replacementEquipment replacement Focus on disaster recoveryFocus on disaster recovery
‘‘business failure’ often an after thought…business failure’ often an after thought…
1212 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
BCM ChallengesBCM Challenges
New requirementsNew requirements
Managing ‘goldfish bowl’ environmentManaging ‘goldfish bowl’ environmentImpact of the internetImpact of the internet
Impact of the mediaImpact of the media
Impact of the savvy client….Impact of the savvy client…. Cultural readinessCultural readiness
Lip service or reality?Lip service or reality? Continuous operations and protection of assetsContinuous operations and protection of assets
E-business BCM = ongoing operationsE-business BCM = ongoing operations
1313 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
BCM ChallengesBCM Challenges
Planning is critical to minimize damagePlanning is critical to minimize damage
Value not recognized until the unexpected Value not recognized until the unexpected occursoccurs
Often under-resourceOften under-resource
Traditional hedges no longer effectiveTraditional hedges no longer effective
Everyone is an ‘Expert’Everyone is an ‘Expert’
1414 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Changing AttitudesChanging Attitudes
Impact of Year 2000, 9-11 terrorist Impact of Year 2000, 9-11 terrorist activities, cyber related, infrastructure activities, cyber related, infrastructure failuresfailures
Cross business / sectorCross business / sector
Cross bordersCross borders
Business / personalBusiness / personal
Role of regulatory bodiesRole of regulatory bodies
Clients expectationsClients expectations
Board / Shareholder obligationsBoard / Shareholder obligations
1515 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
PartneringPartnering
InternalInternal Risk managementRisk management AuditAudit Technical groupsTechnical groups Project managementProject management Other business groups – interdependenciesOther business groups – interdependencies
ExternalExternal CompetitorsCompetitors RegulatorsRegulators Outsourcing / joint venture relationshipsOutsourcing / joint venture relationships
1616 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Adding Value…Adding Value…
Business Continuity is NOT rocket science, conceptually it is pretty Business Continuity is NOT rocket science, conceptually it is pretty simple, however…simple, however…
Implementation & execution can beImplementation & execution can beComplexComplex
Resource intensiveResource intensive
CostlyCostly
Time consumingTime consuming
Project management discipline is an asset Project management discipline is an asset
Educate your clients about business continuity and make suggestions Educate your clients about business continuity and make suggestions where they can improve their processes to make them more resilientwhere they can improve their processes to make them more resilient
1717 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Adding Value…Adding Value…
Incorporate business continuity into your own Incorporate business continuity into your own project plansproject plans
Educate your clients about business continuity Educate your clients about business continuity and make suggestions where they can improve and make suggestions where they can improve their processes to make them more resilienttheir processes to make them more resilient
Educate your clients on how the project Educate your clients on how the project management discipline can help ease the management discipline can help ease the perceived pain of business continuityperceived pain of business continuity
1818 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Adding Value…Adding Value…
Keep it simpleKeep it simple Stick to the basics of Business ContinuityStick to the basics of Business Continuity Leverage the foundations of Project Leverage the foundations of Project
ManagementManagement
Goal is to have an approach that is Goal is to have an approach that is FlexibleFlexible ScalableScalable ApplicableApplicable
1919 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
For considerationFor consideration
If the two guarantees in life are:If the two guarantees in life are:TaxesTaxes
DeathDeath
Then the three guarantees for business Then the three guarantees for business continuity are:continuity are:
There will be more eventsThere will be more events
They will be different They will be different
No one is exempt No one is exempt
2020 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Business Continuity Awareness WeekBusiness Continuity Awareness Weekin North Americain North America
September 18 – 24, 2005September 18 – 24, 2005
2005 Events2005 Events DRIE Quarterly MeetingsDRIE Quarterly Meetings
March, June, Sept, Dec - TorontoMarch, June, Sept, Dec - Toronto DRJ ConferencesDRJ Conferences
March - OrlandoMarch - Orlando
September – San DiegoSeptember – San Diego
www.drj.comwww.drj.com CPM ConferencesCPM Conferences
May – Las VegasMay – Las Vegas
November – OrlandoNovember – Orlando
www.contingencyplanning.comwww.contingencyplanning.com WCDM ConferenceWCDM Conference
July – TorontoJuly – Toronto
www.wcdm.orgwww.wcdm.org
Industry LeadersIndustry Leaders Business Continuity Institute Business Continuity Institute
(BCI)(BCI)www.thebci.orgwww.thebci.org
Disaster Recovery Institute Disaster Recovery Institute International (DRII)International (DRII)
www.drii.orgwww.drii.org Disaster Recovery Information Disaster Recovery Information
Exchange (DRIE)Exchange (DRIE)www.drie.orgwww.drie.org
Canadian Centre for Emergency Canadian Centre for Emergency Preparedness (CCEP)Preparedness (CCEP)
www.ccep.orgwww.ccep.org
For additional information….
Stay tuned for …
2121 February 2005February 2005 True North Continuity GroupTrue North Continuity Group
Carol MoffittCarol MoffittTrue North Continuity GroupTrue North Continuity Group
cmoffitt99@aol.comcmoffitt99@aol.com 647-444-1844 647-444-1844
Coaching for Executives and Coaching for Executives and Management Teams mandated with Management Teams mandated with establishment and/or management of establishment and/or management of Business Continuity Management Business Continuity Management Programs and/or a portion thereofPrograms and/or a portion thereof
Strategy Development including needs Strategy Development including needs analysis, policy development, analysis, policy development, governance frameworkgovernance framework
Education and Awareness Program Education and Awareness Program development and delivery development and delivery
Business Impact and Risk Assessment Business Impact and Risk Assessment including how to leverage existing including how to leverage existing processes such as Risk and Control processes such as Risk and Control Self Assessment (RCSA) Self Assessment (RCSA) methodologiesmethodologies
Business Continuity Plan development Business Continuity Plan development and/or revision including internal tool and/or revision including internal tool development and/or external software development and/or external software assessments and selectionassessments and selection
Exercise/Testing Programs including Exercise/Testing Programs including methodology, development and methodology, development and facilitation (internal and/or external)facilitation (internal and/or external)
Maintenance Program including Maintenance Program including reporting (regulatory, governance, reporting (regulatory, governance, management), on-going program management), on-going program management methodology, audit management methodology, audit program integrationprogram integration
External annual assessment and review External annual assessment and review of Business Continuity Management of Business Continuity Management ProgramsPrograms
For additional information….
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