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Activity-Based Business Impact Analysis (BIA): Better Data, Better Plans

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It’s no secret that we prefer to be engaged in our learning. Actively doing something with information helps us better understand and retain it. This is particularly important when it comes to …

It’s no secret that we prefer to be engaged in our learning. Actively doing something with information helps us better understand and retain it. This is particularly important when it comes to something we do rarely, like business continuity planning. Using an activity-based approach to the planning process can help you collect data and facilitate a Business Impact Analysis (BIA). Engaging your participants in a collaborative process ultimately maximizes the experience of planning to make it more meaningful, while helping business unit leaders or plan writers better retain their own knowledge and understanding of how they would respond to an incident

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  • 1. Activity-Based BIA: Better Data, Better Plans Presented by: Sean Murphy, Lootok Michael Chaly, Lootok October 16, 2013
  • 2. Agenda Who are we? (10 min) How do we identify dependencies? (10 min) What is the process for an activity-based BIA? (10 min) How do we build a critical path? (20 min) What are some other activities we can use to do a BIA? (10 min) Questions?
  • 3. Who is Lootok? Lootok is the Hopi word for “The Day After Tomorrow.” We are change agents for business continuity and crisis management.
  • 4. We do business continuity differently. Cognitive Learning Techniques Branding for BCM Programs Activity-Based Approach
  • 5. Does making it interesting make a difference?
  • 6. 90% of what we do or interact with We remember 70% of what we say or write 50% of what we hear & see 30% of what we see 20% of what we hear 10% of what we read
  • 7. Activities help us anchor new concepts.
  • 8. Adoption and awareness are key to sustaining a BCM program. •  •  •  •  •  Lack of awareness Lack of interest Lack of time Lack of perceived value Lack of support Evangelist Loyalist Enlisted Draftee Unaware •  •  •  •  •  Interest Incentive Desire for success Consequence Desire to belong Lootok Demand Model
  • 9. What is your objective for the BIA? OR
  • 10. Agenda Who are we? (10 min) How do we identify dependencies? (10 min) What is the process for an activity-based BIA? (10 min) How do we build a critical path? (20 min) What are some other activities we can use to do a BIA? (10 min) Questions?
  • 11. Playing Hooky   Objerctive: ify resources Ident g for recoverin s tical processe cri Annoying A real headache Very hard to do with out
  • 12. Agenda Who are we? (10 min) How do we identify dependencies? (10 min) What is the process for an activity-based BIA? (10 min) How do we build a critical path? (20 min) What are some other activities we can use to do a BIA? (10 min) Questions?
  • 13. An Activity-Based BIA Process Work with the client project manager to customize the BIA template 1 Kickoff Workshop to collect initial data and engage team 2 Follow-up sessions with department leaders 3 Analyze data and deliver reports 4 Validation workshop to verify results and make decisions for moving forward 5
  • 14. 1 Work with the client project manager to customize the BIA template Set the foundation. Demand Model Lootok’s Demand Model addresses the need to continually build upon the excitement and engagement of those employees who begin to understand the importance of BCM. Continuing to build on demand prevents employees from falling back to a baseline of understanding or losing their interest by never taking their knowledge to the next level. Fliers, Invites and Guides Branding, Certificates and Swag Visually appealing fliers and invites differentiate your program from other initiatives. These help reinforce the impact and consistency of your business continuity program’s brand, while giving participants information in a concise, digestible format. Like everything else in life, BCM needs to be publicized as a brand in order for people to pay attention to it. Creating a unique brand identity for BCM at your company brings personality to business continuity and presents the program as an opportunity for personal and organizational empowerment.
  • 15. 2 Kickoff Workshop to collect initial data and engage team Create the context. SCENARIO 1: WEATHER BOMB A wet low-pressure system from the Gulf has collided with a cold low-pressure system from Canada, creating a rare “weather bomb” over Detroit. 22 inches of snow combined with hurricane-force winds have shut down the city with power outages in several areas. Streets are blocked with snowdrifts as high as 15 feet. The event has occurred outside of the blizzard season and the city is unprepared to respond. SCENARIO 2: RIOTS A new city budget has stopped funding for critical social services that many residents depend on. An organized protest turned violent when a gang altercation erupted among protestors. Riot police have been called in to address looting and arson, and all citizens and businesses are advised to stay clear of the downtown area. Who’s in Charge Server Failure Rapid Fire Scenarios Who’s in Charge Attackers & Defenders Rapid fire scenarios push participants to think creatively about multiple types of situations that may require business recovery, emergency response and/or crisis management. Following each scenario, team members are challenged to make quick decisions, helping to validate plans and policies or build them where they don’t exist. Due to the many variables of a crisis, a plan can only be seen as a starting point. That is why it is critical for team members to have a strong understanding of “who’s in charge” in different crisis scenarios. This executive-level activity helps to formalize an organization’s crisis management structure. In teams, participants are tasked with identifying the top three company assets to either attack to bring maximum disruption to the company or defend to offer maximum security to the company. In doing so, the group identifies its most critical assets, what is likely to disrupt those assets, and potential ways to protect them from disruption.
  • 16. 3 4 hrs x Build consensus. Follow-up sessions with department leaders 4 hrs x x x 12 hrs 8 hrs 24 hrs x 24 hrs 12 hrs x 24 hrs 3 9 Critical Path Activity Impact Matrix Activity This forced prioritization exercise guides development of the critical path, a vital tool for working in a disrupted environment with limited time and resources. By evaluating business processes and defining recovery strategies, participants focus recovery efforts to ensure proper resources are available when an incident hits. The Impact Matrix Activity is designed to capture the potential impact caused by loss of any resource used to manufacture and supply customers with the company’s top products or services. As teams are guided to identify critical resources, they create a visual representation of the impact that a disruption to those resources would have on operations. Playing Hooky Playing Hooky is an activity that challenges participants to answer the question, “How bad would it be if a process or business partner was not available?”
  • 17. 4 Analyze data and deliver reports 5 Compile and review findings. Validation workshop to verify results and make decisions for moving forward Data Validation Sessions Closing Meeting BIA Report In order to produce a high-quality BIA, Lootok compiles relevant data from executive and functional workshops, conducts any validation that may be required, and examines any abnormalities or red flags in data to obtain a better understanding of results. Once there has been a comfort level established around the impact analysis, Lootok facilitates the closing meeting with key stakeholders in a closing meeting. During this session, the group determines results from the BIA and agrees upon next steps. Lootok can work with your organization to define or develop the template for the BIA Report. The report will include the business functions, the criticality and impact assessments and the maximum tolerable downtime (MTD) assessment for each. Dependencies, both internal and external, will be noted - along with any issues to be resolved.
  • 18. Agenda Who are we? (10 min) How do we identify dependencies? (10 min) What is the process for an activity-based BIA? (10 min) How do we build a critical path? (20 min) What are some other activities we can use to do a BIA? (10 min) Questions?
  • 19. ical Path Crit Activity   Objerctive: Examine and cal ee upon criti agr s process RTO
  • 20. Agenda Who are we? (5 min) How do we identify dependencies? (10 min) What is the process for an activity-based BIA? (10 min) How do we build a critical path? (20 min) What are some other activities we can use to do a BIA? (10 min) Questions? (5 min)
  • 21. tackers & At efenders D   Objerctive: Identify key ts company asse es d vulnerabiliti an
  • 22. How might you attack or defend your own organization?
  • 23. Align teams in their perception of the top assets and threats.
  • 24. ire in the F arehouse W   Objerctive: cts ioritize produ Pr us services to foc and rts planning effo
  • 25. Agenda Who are we? (10 min) How do we identify dependencies? (10 min) What is the process for an activity-based BIA? (10 min) How do we build a critical path? (20 min) What are some other activities we can use to do a BIA? (10 min) Questions?
  • 26. Questions? Sean Murphy Michael Chaly CEO & President BCM Advisor 228 Park Avenue South #25440 New York, NY 10003 www.lootok.com [e] hello@lootok.com [p] 646.961.3684