Crisis simulation exercise

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Crisis simulation exercise

  1. 1. IBM Business Continuity and Recovery Services Crisis simulation exercise “ No battle plan survives contact with the enemy.” – Helmuth von Moltke, 1800-1891 Highlights  A range of scenario-based  Designed and delivered by • You have a newly formed crisis simulation exercises, team that must learn IBM’s highly experienced and customised to meet your own the crisis management dedicated team of business organisation’s unique situation process and how to operate continuity consultants and your team’s learning effectively with each objectives, suitable if: other under challenging  Unbiased and independent circumstances (emerging) ‘good practice’ crisis • Your experienced Crisis and business continuity Management Team (CMT) management advice aimed at • You would like to use a crisis needs to be challenged and simulation exercise as a developing your capabilities enthusiasm maintained, means of demonstrating the and improving your plans continuing to prove that your need for business continuity crisis management plan will and obtaining executive  Backed by IBM’s broader work (developing or mature) buy-in to your Business consulting resources and Continuity Planning (BCP) possessing the industry programme (ad hoc) knowledge to ensure a solution can be found, whatever your problem.
  2. 2. The crisis management team maturity model Maturity Ad hoc c Emerging Developing Mature – No defined structure – An initial membership – Roles and – Roles and – No defined procedures (often individual responsibilities responsibilities in place – Intent is to get the names rather defined and proven ‘right’ people together than roles) – Deputies identified and – Members and (most) if a crisis happens and – Some supporting at least some practiced deputies are practiced ‘deal’ with it. documentation – Procedures and – Procedures and (for example, supporting information supporting information contact list) current and tried proven in tests/ – Not (successfully) in tests actual crises exercised. – One or more – Regular, comprehensive exercises completed exercises successfully. – At least one real crisis successfully handled. Risk When was the last time your Helmuth von Moltke (1800-1891), a The purpose is to validate plans and executive team reviewed its crisis famously successful Prussian Chief allow learning in a safe and low risk management plans or trained in crisis of Staff, wrote a number of works on environment under expert oversight. management? Is everyone clear on military theory. His main treatise was Scenario-based exercises are often the crisis management process and that military strategy is a system of the most cost-effective and rapid way their role? The first few hours following options since only the beginning of to test certain business continuity a major incident are often pivotal – will the military operation can be planned. activities and in particular the best your management team be ready to As a result, he considered the main way to test your immediate response react swiftly and effectively when the task of military leaders to consist of the to a sudden and debilitating situation. worst really does happen? extensive preparation for all possible outcomes. This can be summarised Scenario-based exercises are often The service by two of his dictums that remain used for the CMT. If the CMT has not When a crisis or disaster strikes useful for business continuity and exercised before or very infrequently, an organisation the effect upon crisis managers to this day, which the learning objectives are to achieve your business can be dramatic, are “No battle plan survives contact familiarity with the crisis management particularly if the onset is sudden. with the enemy,” and “War is a matter process and the challenges Actions during the first few hours can of expedients.” Crisis simulation presented by the nature of this work, to be crucial. This is the worst possible exercises help you to prepare for validate the role, size and composition moment to discover that your plans managing the unexpected; to make of the CMT, and to assess the are flawed and key personnel do not decisions under pressure with the suitability of CMT’s facilities. know what to do. Whilst planning and best information available at the time preparedness are important, testing is and to regain the initiative. Exercises for an experienced CMT arguably the most vital component of might be more challenging, increase an organisation’s business continuity/ Crisis simulation exercises are in sophistication, include other teams crisis management programme, and generally classroom-based and test not only how those teams fulfil yet only eight percent of companies theoretical plan tests or walkthroughs their own roles but also how teams test their continuity plans (source: involving your crisis management coordinate with each other and offer DTI, 2004). Without testing, the first or business continuity recovery the CMT a sense of the overall control time an organisation might realise team leaders and their deputies and communication challenge it there are flaws with its plans could be that allow theoretical testing of your could face. when it takes an impact on its bottom response to imaginary incidents. line following a business interruption.
  3. 3. Recovery timeline INCIDENT A disaster recovery test typically starts and ends here Response Consolidation Recovery Restoration Notification, identification Coordination and allocation As recovery set-up but Switch back to production/ and assessment of an of recovery teams and with a view to increasing normal operations, incident; accountability, recovery resources; capacity to near business decommissioning of mobilisation, and evacuation set-up at alternative site as usual whilst in a disaster recovery set-up. of staff; decision to invoke arrangement; prioritisation recovery set-up and business continuity and business processes in making longer term disaster recovery; escalation recovery; internal and planning considerations. process; internal and external communications external communications and other PR issues. and other PR issues. Recovery 0 – 4hrs 4 – 72hrs 72hrs – Days Days to weeks timeline Highly critical Critical Less critical IBM can help organisations to design Besides its expertise in business • Managed testing and run scenario-based simulation continuity management, IBM has • Rapid recovery exercises that test all aspects of its skills in security, high availability • Delivery to site. BCP, including dealing with hostile solutions, systems and data media under pressure. IBM generally management, network design and Experience and capability recommends that such exercises start implementation, machine room • Over 35 years of experience relatively straightforwardly, testing the building and desktop infrastructure • More than 130 business recovery response to a reasonable worst-case as well as platform and application facilities worldwide including 20 scenario, with subsequent exercises knowledge. Following its acquisition in the UK with eight in London becoming more challenging and of the PricewaterhouseCoopers • An average of over 1,000 tests per testing/stressing specific and agreed Consultancy, IBM also has year in the UK aspects of the organisation’s plans industry-leading general business • An average of over 30 invocations during the recovery timeline. consulting skills. This ensures that per year in the UK IBM has a solution for any unforeseen • 750 clients in the UK Why IBM? issue likely to be encountered by • More than 10,000 shared and IBM Business Continuity and its clients. dedicated end-user positions Recovery Services is a leading • Shared and dedicated data provider of business resilience, Solutions will be tailored to centre space continuity and disaster recovery your multi-vendor environment, • Single service provider offering solutions. IBM is able to draw upon geographical location(s) and the most comprehensive range of more than 35 years experience in availability/risk mitigation end-to-end solutions. assisting clients to develop and requirements. implement their business continuity For more information strategies and plans. As part of IBM Business Continuity and To learn more about IBM Business this service, IBM has completed Recovery Services include: Continuity and Recovery Services, thousands of engagements, large and • Business impact analysis visit: ibm.com/services/uk/index. small, on behalf of over 5,000 clients • Risk analysis wss/it/igs/a1006911 across a range of industries around • Recoverability assessment Alternatively, call us on: the world. • Business continuity planning 01926 464103 • Fixed site recovery or e-mail us at : • Trading room BCRSSM@uk.ibm.com • Mobile recovery
  4. 4. IBM United Kingdom Limited PO Box 41 North Harbour Portsmouth Hampshire PO6 3AU Tel: 0870 010 2503 ibm.com/services/uk IBM Ireland Limited Oldbrook House 24-32 Pembroke Road Dublin 4 Tel: 1890 200 392 ibm.com/services/ie IBM Nederland N.V. Postbus 9999 1006 CE Amsterdam Tel: 020 513 5151 ibm.com/services/nl IBM South Africa Limited Private Bag X9907 Sandhurst 2146 South Africa Tel: 0860 700 777 ibm.com/services/za UK company-wide registration to ISO9001. Certificate number FM 92089. The IBM home page can be found at ibm.com IBM, the IBM logo and ibm.com are trademarks of International Business Machines Corporation in the United States, other countries, or both. Other company, product and service names may be trademarks, or service marks of others. References in this publication to IBM products, programs or services do not imply that IBM intends to make these available in all countries in which IBM operates. Any reference to an IBM product, program or service is not intended to imply that only IBM products, programs or services may be used. Any functionally equivalent product, program or service may be used instead. This publication is for general guidance only. Information is subject to change without notice. Please contact your local IBM sales office or reseller for latest information on IBM products and services. Photographs may show design models. © Copyright IBM Corporation 2006 All Rights Reserved. 06-ITS-001943 (02/06) DG

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