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Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
Implementing a Business Continuity Management System in Telecoms
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Implementing a Business Continuity Management System in Telecoms

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IDRC Davos 2012 post conference presentation of Glikeria Zigouri,Group Business Continuity Manager,COSMOTE Mobile Telecommunications S.A., Maroussi, Greece about …

IDRC Davos 2012 post conference presentation of Glikeria Zigouri,Group Business Continuity Manager,COSMOTE Mobile Telecommunications S.A., Maroussi, Greece about
Implementing a Business Continuity Management System in Telecoms

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  • 1. Implementing a Business Continuity Management System in TelecomsGlikeria ZigouriOTE Business Continuity ManagerAugust 2012
  • 2. COSMOTE’s Business Continuity Mgmt - History Risk Mitigation Strategy, Test plans for the Test Events, Crisis Operation Centre for2002-4 the Olympic Games BCM KICK OFF - Olympic Games expertise : the trigger to start a holistic BCM2004-6 approach in COSMOTE Approach based on PAS56 27 Departmental business recovery plans Risk Assessment/BIA questionnaire based2006-7 Emergency planning, based on 16 Emergency Management/CMP/Training specific scenarios BCM Plans & Strategies redeveloped BCM Policy designed aligned to BS 25999 aligned to BS 25999 2008 to date New operational Chart for Incident & BCM Training & Awareness for all BCM Crisis Response established TeamsGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 2
  • 3. Some Interesting BCM Figures 4 Companies in SE Europe implement BCM under our coordinationGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 3
  • 4. BCM Does not Do Magic !!!Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 4
  • 5. Business Continuity Management A holistic management process that identifies potential threats to an organization and the impacts to business operations that those threats, if realized, might cause, and which provides a framework for building organizational resilience with the capability for an effective response that safeguards the interests of its key stakeholders, reputation, brand and value-creating activitiesGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 5
  • 6. Business Continuity Management System A relatively newcomer to the arena of business disciplines Creates operational structures Creates & develops the processes and procedures to be implemented in the event of a very serious incident which threatens the organization’s continuityGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 6
  • 7. British Standard BS25999 Understanding the Organisation Exercising, BCM Determining Maintaining Programme BCM & Reviewing Management Strategy Developing and Implementing a BCM ResponseGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 7
  • 8. Understanding the OrganizationGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 8
  • 9. Deciding what to protect…  Key People  Key Network Systems  Key IT Systems Human Resources  Customer Care Buildings & Technology Infrastructure  Data Centres  Main Network Equipment locations Business Processes, Technology & IT .Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 9
  • 10. Deciding what to protect…  Key Product & Services  Voice calling;  SMS Text messaging;  Data services – mobile broadband;  MMS messaging;  Roaming services;Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 10
  • 11. The reason………..  Identify Mission-critical Net, Business and IT processes and resources identified  Determine RTOs  Highlight the interdependencies between Business and IT processes  Establish the priority of the recovery of these processes  Enhance senior managements understanding of the business risks  Identify Business process and application/technology interdependencies Determine the most critical Business processes and identify how the Business is affected from one day to one week, during the outageGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 11
  • 12. Determining BCM StrategiesGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 12
  • 13. The Art of Continuity…. IT & Cellular Network • Technical Recovery Coordinators appointed and trained • Critical Applications, Systems & Services as Technical Recovery targets • Technical Recovery Strategies ( per critical element ) • Technical Recovery Plans ( per critical element ) • Rehearsal Plans • Live Testing ProgrammeGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 13
  • 14. The Art of Continuity…. Technology & Customer Care Recovery Sites • Technology (Net & IT), Customer Care sites, scattered across Greece with embedded resilience Recovery Workplaces • Recovery Workplaces fully equipped and tested with Workstations and Laptops to accommodate employees & critical business processes Alternative Workplace 1 Alternative Workplace 2Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 14
  • 15. Developing & Implementing a BCM ResponseGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 15
  • 16. Incident Management Incidents may occur any time without notice. Early detection, prompt notification and reporting of an incident, ensures that the necessary safety and control procedures are immediately activated so that the correct priorities can be followed: Buildings, Technology Business Processes, Human Resources Infrastructure Technology & ITGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 16
  • 17. Why should an incident be reported? Incidents are never welcome, still there are some serious gains when reported and filed accordingly :  Not always obvious what has gone wrong and what the consequences are  To manage any incident it is necessary to get the : Right Information … To the right people… At the right time... So they can make the right decisions !!!  Lessons Learnt  Preventive / Proactive Measures for similar incidents in the future  Evidence to prove to Auditors and Interested Parties that we have a credible BC ProgrammeGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 17
  • 18. Incident Management Report FormsGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 18 18
  • 19. BCMS DocumentationGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 19
  • 20. Golden Rule: The plan is nothing, Planning is everythingGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 20
  • 21. Exercising, Maintaining, ReviewingGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 21
  • 22. Why Learning is important The ability to be cool, confident in a major incident is not an inherited characteristic, but is the direct result of how well prepared one is, for the crises Exercises, are a powerful means not only of testing your plans, but also of educating BCM teams, employees and encouraging the right type of attitude and thinking  Establish annual education programmes including but not limited to) :  Classroom Trainings Total Number of Total No of Events participants  Desktop Exercises  Wide Rehearsals  Awareness Sessions 33 1.998 Statistics 2011Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 22
  • 23. Rehearse, rehearse, rehearse…Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 23
  • 24. Rehearse, rehearse, rehearse…Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 24
  • 25. Building Culture: The toolsetGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 25
  • 26. eLearning At a glance Τhe e-learning tool hosted at www.cosmote- businesscontinuity.gr was created by COSMOTE Group Business Continuity Section aiming the education and awareness of all COSMOTE Group employees to the principles of Business Continuity Management and its role. It is constructed in Flash platform having a micro site structure , that makes navigation of users friendly. The tool is bilingual in both English and Greek. Moreover, a 10 - questions quiz was incorporated to the tool. Users that scored 50%+ could download and print with their name the Certificate of BCM eLearning.Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 26
  • 27. Awareness Assessment Total running Total number Average daily time of visits visits 8 working 1516 visits 190 visits per days working day Out of a total of 2350 employeesGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 27
  • 28. Business Continuity flash Teasers & PostersGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 28
  • 29. Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 29
  • 30. Important things to keep in mind for BCM  Business Continuity Management is good Corporate Governance  Incident Management, Crisis Management & Crisis Communications are all part of Business Continuity Management  Disaster Recovery is yesterdays’ news. Resilience is todays’ requirement  Habitual Business Continuity: Survival as a habit  Create Efficiencies by capitalizing on Best Practice & make use of lessons learntGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 30
  • 31. Some Words of Wisdom…  Always plan for where you are, not for where you aspire to be  Prepare for Impact, not for Scenarios. Scenarios can be countless, Impact is countable.  Have a well rehearsed method for exchanging information  Synthesize the information before feeding it to the Top TeamGlikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 31
  • 32. Contact: Glikeria Zigouri gzigouri@cosmote.gr +30 697 6883886Glikeria Zigouri /Implementing a Business Continuity Management System in Telecoms / 31.08.2012 @ Davos 32

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