Buisness contingency plan

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Buisness contingency plan

  1. 1. AN APPROACH TO BUSINESS CONTINUITY MANAGEMENT<br />(FOR THE PEOPLE WHO WORK FOR THE PEOPLE)<br />PREPARED BY<br />SHIBA<br />SURJYA &<br />TRIDEEP<br />
  2. 2.
  3. 3. What is BCM ?<br />
  4. 4. WHAT ARE DISASTERS ?<br />
  5. 5. IMPACT OF DISASTER<br />TSUNAMI<br />TERRORIST ATTACK<br />FIRE<br />EARTHQUAKE<br />TORNADO<br />FLOOD<br />
  6. 6. Project Initiation and Planning<br />Business impact analysis and risk analysis<br />Business Continuity Planning<br />Preparing for possible emergency<br />Disaster recovery<br />Business recovery<br />Training and awareness<br />Testing<br />Maintenance and managing to keep it up to date.<br />STEPS IN BCM<br />
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  8. 8. PROJECT INITIATION & <br />PLANNING<br />
  9. 9. In this phase an agreement is arrived upon by the senior management on the need of Business recovery and continuity planning.<br />Development of BCP should be driven from the board level and a proper budget and an assurance of cooperation is of prime importance.<br />Then this is followed by organization of planning team comprising of individuals of various departments and consultants to undertake detailed technical analysis and business recovery planning.<br />Then the scope and the aim of Business recovery plan is identified and an brief over view of the recovery program is defined.<br />
  10. 10.
  11. 11. BUSINESS IMPACT ANALYSIS & RISK ANALYSIS<br />
  12. 12. It involves understanding the business and identifying the key business functions.<br />Data from the middle management is very helpful for the understanding the criticality of the functions of the various departments.<br />Impacts on the business can be divided into qualitative and quantitative aspects.<br />Quantitative aspects include the financial impacts.<br />Qualitative aspects is the operational impacts. <br />
  13. 13. Risk analysis starts by documenting the threats to these processes, their internal vulnerabilities and the consequences of various failure scenarios.<br />At the end we estimate how to control the impact of the most serious ones.<br />Risk analysis can also b done by using software packages with the database of historical threats and vulnerabilities relevant to the organization’s environment and business.<br />CONT….<br />
  14. 14. Business continuity planning<br />
  15. 15.
  16. 16. Preparing for possible emergencies<br />
  17. 17. Identifying ways to prevent an emergency from turning into a disaster.<br />Primary focus should be on key business practices.<br />
  18. 18. BACK-UP AND RECOVERY STRATEGIES<br />Organizations should be prepared for possible emergency situations with back-up and preventive strategies.<br />Alternative business process handing strategy.<br />IT system backup and recovery strategy. <br />Premises and essential equipment back-up and recovery strategy.<br />Customer service back-up and recovery strategy.<br />Administration and operation back-up and recovery strategy.<br />Information and documentation back-up and recovery strategy.<br />Insurance coverage.<br />
  19. 19. There are some key members of management and staff who will provide the technical and management skills necessary to achieve a smooth business recovery process.<br />These key members should be picked according to the situation to avoid a chaos and will be responsible for implementation of BCP.<br />Functional organization chart.<br />BCP project coordinator and deputy for each key functional area.<br />Key personnel, suppliers, vendors and emergency contact information.<br />Manpower recovery strategy.<br />The disaster recovery team.<br />KEY BCP PERSONNEL AND SUPPLIES.<br />
  20. 20. All organizations have documents, records and procedures, which are, considered vital part of their operation.<br />Documents and records vital to business processes.<br />Emergency stationary and office supplies.<br />Media handling procedures.<br />Emergency authorization procedures.<br />Budget for back-up and recovery phase.<br />KEY DOCUMENT AND PROCEDURES<br />
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  22. 22. The priority of during the disaster recovery phase are <br />the safety and well being of the employees and other involved persons, <br />Completion of Damage Assessment Form,<br />the minimization of emergency itself,<br />The minimization of the threat of further damage,<br />Reestablishment of external services such as power, communication, water etc. <br />
  23. 23. Assessment of initial emergency situation.<br />Mobilizing the disaster recovery team and assessing the scale of emergency.<br />Identification of potential disaster status.<br />Involvement of emergency services.<br />Assessing the potential business impact of the emergency.<br />HANDLING TE EMERGENCY SITUATION<br />
  24. 24. Communication is one of the most important ingredients.<br />It is necessary to keep various groups informed like: disaster recovery team, business recovery team, senior &middle management, families of affected employees, media etc.<br />Mobilizing the disaster recovery team.<br />Disaster recovery phase report.<br />NOTIFICATION AND REPORTING DURING DISASTER RECOVERY PHASE.<br />
  25. 25. Business recovery<br />
  26. 26. The business recovery involves the restoration of normal business operation after an unexpected event.<br />The efficiency and the effectiveness of the procedures could have a direct bearing on organization’s ability to survive the emergency.<br />
  27. 27. MANAGING THE BUSINESS RECOVERY<br />Mobilizing the business recovery team.<br />Assessing extent of damage and business impact.<br />Preparing specific recovery plan.<br />Monitoring progress.<br />Keeping everyone informed.<br />Handing business operation back to regular management.<br />Preparing business recovery phase report.<br />
  28. 28. TRAINING & <br />AWARENESS<br />PDCA CYCLE<br />PLAN<br />DO<br />CHECK<br />ACT<br />
  29. 29. A documented BCP awareness<br />Awareness program should embrace the culture & language of the enterprise<br />Train-the-Trainer sessions should be provided<br />Key aspect <br />
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  31. 31.
  32. 32. Objective & scope of tests<br />Simulating & setting the Test Environment<br />Preparation of Test Data<br />Identifying who is to conduct the Tests<br />Identifying who is to control & Monitor the Tests<br />Preparing Feedback Questionnaires<br />Preparing Budget For Testing Phase<br />Training the core Testing team for each Business unit<br />Preparing the testing Policy & Guidelines<br />TEST PLANNING<br />
  33. 33. Test Each part of Business Recovery Process<br />Test Accuracy of Employee & Vendor Emergency Contact Numbers<br />Assess test results<br />CONDUCTING THE TESTS<br />
  34. 34. PLAN MAINTENANCE & <br />KEEPING IT UP-TO-DATE<br />
  35. 35. Maintaining & keeping the BCP up-to-date ensuring its effectiveness is a continuous process<br />Maintenance procedures & schedules should be established<br />A schedule for regular, systematic review of the content of the disaster recovery/business resumption plan should also be provided along with defining a procedure for making appropriate changes to plan<br />
  36. 36.
  37. 37. Getting management buy-in & commitment evidenced by the provision of adequate resources & budget with the responsibility of BCP resting with top executives<br />Clearly spelling out management’s objective<br />BCF should be designed from start as a business requirement<br />“Whole-System” continuity should be planned<br />Plans should be continuously tested<br />It should be ensured that continuity plans are accessible<br />Key Success factors<br />
  38. 38. 85% of large organization have some sort of disaster recovery plan, a broader business recovery plan, & only 10% to 15 % of those are up to date<br />2 of 5 business experiencing a disaster are likely to be gone in 5 years <br /> GARTNER ESTIMATES<br />
  39. 39. There is an Old Saying…<br />No one plans to fail, <br /> they just fail to plan.<br />

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