BCM Implementation in A*STAR Biomedical    Sciences Institutes Business Centre:  The Journey from Project to Programme    ...
ScopeIntroductionPre-Project phaseProject phaseProgramme ManagementConclusion                    www.worldcontinuitycongre...
•   “Business continuity is not a project with a beginning and    ending date, it is a programme to be managed indefinitel...
Introduction• Who are we & what do we do?      A*STAR Biomedical Sciences Institutes Business Centre (BBC)      Mission:...
Introduction•   What are the 5Es of building and sustaining BCM?         Engagement, Examination, Education, Exposure and...
Pre-Project phase•   Aim: To establish the imperative/business case for/against BCM    Engagement & Examination:         ...
Pre-Project phase Conclusion: BBC needs to be able to render critical Shared Services functions to its RIs during an incid...
Project phase•   Aim: To develop a SS540 compliant BC plan through         Engagement            BBC  Senior Management ...
Project phase      Education         CBFowners            BCM BOK            Planning methodology            Terminol...
Project phase      Examination         Systematic         Within  each Function         Across Functions         Intr...
Programme Management•   Aim: To ensure Relevance & Robustness of BCM plan    It’s all about preparation for Execution     ...
Programme Management      Equipment       - To ensure Availability, Access & Alternative plans      Exposure       – To ...
Conclusion•   Engagement, Examination, Education, Exposure and Equipment         Transformed BBC from reactive participan...
End of presentation               Thank youwww.worldcontinuitycongress.com
Upcoming SlideShare
Loading in …5
×

BCM Implementation in Biomedical Sciences Institutes Business Centre (BBC): The Journey from Project to Programme Management

511 views

Published on

Gopakumar Nair BCCE, Deputy Director, Service Excellence and Plans, Agency for Science, Technology and Research (A*STAR)
(Nominated for the BCM Excellence Award 2012)

Published in: Business, Education
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
511
On SlideShare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

BCM Implementation in Biomedical Sciences Institutes Business Centre (BBC): The Journey from Project to Programme Management

  1. 1. 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
  2. 2. ScopeIntroductionPre-Project phaseProject phaseProgramme ManagementConclusion www.worldcontinuitycongress.com
  3. 3. • “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
  4. 4. 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
  5. 5. 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
  6. 6. 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?
  7. 7. 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
  8. 8. 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
  9. 9. Project phase  Education  CBFowners  BCM BOK  Planning methodology  Terminology  Organizational + Departmental Perspectives  Reports, Recovery & Plans
  10. 10. 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
  11. 11. 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
  12. 12. 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."
  13. 13. 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
  14. 14. End of presentation Thank youwww.worldcontinuitycongress.com

×