BCM Implementation in Biomedical Sciences Institutes Business Centre (BBC): The Journey from Project to Programme Management
BCM Implementation in A*STAR Biomedical Sciences Institutes Business Centre: The Journey from Project to Programme ManagementThe 5Es of building and sustaining BCM Mr Gopakumar NairDeputy Director Service Excellence & Plans www.worldcontinuitycongress.com
• “Business continuity is not a project with a beginning and ending date, it is a programme to be managed indefinitely.” Business Continuity Management• “A company needs to have good business reflexes to be able to marshal its forces in a crisis or in response to an unplanned event.” Bill Gates• “While no plan can guarantee success, inadequate plans are proven contributors to failure.” US Department of Homeland Security Nationwide Plan Review Phase 2 Report June 16, 2006
Introduction• Who are we & what do we do? A*STAR Biomedical Sciences Institutes Business Centre (BBC) Mission: Render reliable & responsive HR, Finance and Procurement Shared Services in our partnership with BMSI entities
Introduction• What are the 5Es of building and sustaining BCM? Engagement, Examination, Education, Exposure and Equipment How BBC has applied them Transformed from reactive participants to proactive partners Built a resilience capability Developed our people capacity Overcame silos to align and synergize within and across the organization Stayed ahead of the curve
Pre-Project phase• Aim: To establish the imperative/business case for/against BCM Engagement & Examination: Mission – “…Reliable & Responsive…Shared Services...Partnership Q: How to realize this in a BCM situation? Preparedness – Policies, Plans & People Q: What’s there to guide, align, prioritize, coordinate efforts and specify roles & responsibilities? Impact & Consequences of Delays & Disruptions Q: What are the tangible & intangible issues? 3 more key questions What if we are impacted? What if they are impacted? What if both are impacted?
Pre-Project phase Conclusion: BBC needs to be able to render critical Shared Services functions to its RIs during an incident, crisis or disaster. To realize this, BBC needs a credible BCM plan Compliant with SS-540 standard To achieve this, we require: Budget – CITREP funding Human Resources – Identification of Critical Business Function owners, Covering Officers and Split Teams Training – 1 day training and 5 half day workshops plus reports and competency certification test Expertise – Consultants with training and industry experience
Project phase• Aim: To develop a SS540 compliant BC plan through Engagement BBC Senior Management for endorsement Within & across BBC Functions wrt Expectation Management With Consultant wrt expectations, desired outcomes Education BBC Senior Management Senior Management roles (Peacetime & Crisis/Disaster) BCM Team Structure, Appointments, Roles & Responsibilities Project output Business Recovery requirements Reports – RA, BIA, RS, Framework and Policy BC Plan (Organizational + Departmental) Planning Assumptions Crisis Management flow
Project phase Examination Systematic Within each Function Across Functions Intra dependencies Inter dependencies Prioritisation (What & Why) Cost versus Benefits Exposure Impact & Consequences of Crisis/Disaster
Programme Management• Aim: To ensure Relevance & Robustness of BCM plan It’s all about preparation for Execution Engagement To ensure Alignment, Coordination and Expectation Management in Peacetime, during Crisis and Return to Normal BBC and Council Management CBF and BCM appt holders RI BCM Coordinators HQ BCM (Stakeholders) Partners (IPFM, ISTD, Landlord) Suppliers & Service Providers (NCS) Education To instill clarity over roles & responsibilities, ensure a common working language, establish mutual understanding of dependencies and stay up to date as a Community Staff CBF and BCM appt holders RI BCM Coordinators HQ stakeholders
Programme Management Equipment - To ensure Availability, Access & Alternative plans Exposure – To ensure readiness, coordination, integration & identify areas for improvement Exercises, Drills, Tests Winston Churchill on testing: "However beautiful the strategy, you should occasionally look at the results."
Conclusion• Engagement, Examination, Education, Exposure and Equipment Transformed BBC from reactive participants to proactive partners Enabled BBC to grow a resilience capability Developed BBC’s people capacity Empowered BBC to overcome silos to align and synergize within and across the organization Motivated BBC to stay ahead of the curve• Engagement, Examination, Education, Exposure and Equipment Not mutually exclusive Not superior to each other Need to be applied in an integrated manner to build and sustain BCM
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