PD25888: Recovery Planning
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PD25888: Recovery Planning



Review of BCM/1 Development Programmes

Review of BCM/1 Development Programmes
Wayne Harrop, University of Coventry



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PD25888: Recovery Planning Presentation Transcript

  • 1. PD25888 – Business Recovery Management (in 10 minutes) Wayne Harrop MBCI MEPS, MICPEM, CBRM, CBRA BSI BCM/1 member / RM/1 member / SSM/1 member ISO TC223 WG-1 Workgroup member Director – Centre for Disaster Management E: w.harrop@coventry.ac.uk
  • 2. Agenda  Why is BS25888 being developed; what is it all about?  How does it relate to BS25999?  What are some of the key messages it contains?
  • 3. Business Recovery Management BRM provides an organization with a capability to recover (restore or reconfigure) to an agreed strategic and operational equilibrium following a single (or series of) damaging incident(s). BRM is defined as… “The process of rebuilding, restoring and rehabilitating the organization following an incident”.
  • 4. Relationship with BS25999  BRM is designed to complement the guidance and requirements contained within BS 25999-1:2006 and BS 25999- 2:2007  PD25888 states…“It is necessary that an organization’s recovery plans interface with any incident/crisis management and business continuity management plans”.  The size and configuration of the RMT structure depends on the organization, which might be made up of a very small number of individuals or involve numerous subgroups to aid the delivery of the recovery strategy.
  • 5. BRM Structure Example of business recovery management structure Business recovery management team Business recovery management Support team Recovery- Products & Brand & Finance & Legal Communications Infrastructure People specific expert Services Reputation group NOTE: The RMT may also include external representatives; e.g. architects, local authority planners, loss adjustors, restoration experts, staff counsellors and key suppliers, etc. The RMT, as the strategic decision-making authority, needs to think beyond immediate recovery troubleshooting into the medium and long-term recovery phase. To help achieve this, a framework should be put in place to ensure the RMT does not become too focused on the short-term recovery. Source: (PD25888 n.d.)
  • 6. PD25888 Examples Some of the issues that might be considered include: • Products and services: Do products/services need to be discontinued and/or new ones brought in? • Reassembling infrastructure: Do new sites need to be acquired? Does new technology need to be implemented? • Reassembling staff: Do new staff/skills need to be acquired? Do staff need to be moved? • Logistics: Do new supplies need to be sourced? Do new methods and routes of transportation need to be developed? • Contingency arrangements: Do new contingency arrangements need to be put in place? • Finance: How are actions going to be financed? • Legal: What are the legal and regulatory implications of any changes? Source: ( PD25888 n.d.)
  • 7. Situation Assessments The situation assessment should inform the strategic decisions that need to be taken by the RMT. Some of these might include:  redirection of resources;  re-evaluation of priorities;  re-evaluation of policies/strategies;  communication decisions.
  • 8. The End