5th ME Business & IT Resilience Summit 2016 - Project management in bcm why projects fail
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Project management in BCM why projects fail Speaker - Imad Jomaa. •Education: oTelecommunications & Electronics Engineer – 1980 – Cairo University •Employers: oPillar Total Solutions s.a.l. (PTS) Beirut (since 2010), The National Commercial Bank (NCB) – Jeddah (24 years), CHUBB Alarms – Jeddah, Schlumberger – Shetland Islands – Oil Rigs. •Professional Certifications: oPMP , ITIL, COBIT , TOGAF9.1, Management Consulting Essentials Professional Memberships: oSyndicate of Lebanese Engineers (OEA), IEEE, PMI , PMO CoP, ISACA – Lebanon Chapter – Vice President, KOUDOURAT (NGO) Anti Unemployment Association – Member of Executive Committee, Chartered Management Institute , Association of Enterprise Architects (AEA), Lebanese Management Association (LMA).
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The Business Continuity Conference, 25th October 2023 in Riyadh - Mr. Atiq Bajwa
The Business Continuity Conference, 25th October 2023 in Riyadh - Mr. Atiq BajwaContinuity and Resilience
Business Continuity Strategies
What is a Business Continuity Strategy?
Keeping the ISO-22301 definition of Business Continuity in mind, the aim of a Business Continuity Strategy should be:
“To continue the delivery of products and services at predefined capacity during a disruption”
So a Business Continuity strategy should:
Meet the Minimum Business Continuity Objectives (MBCO)
Legal and regulatory requirements
Contractual commitments
Quantity, Quality, time commitments with the customers
Practical
Cost Effective
An effective business continuity strategy should be specific to the needs of an organization
It should be:
Able to meet the MBCO
Practical
Cost effective
Business Continuity Strategies should be regularly reviewed and updated to remain relevant and effective.
A strategy considered effective today may not be effective in 6 months. The Business Continuity Conference, 25th October 2023 in Riyadh - Nuha Eltinay
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Building Urban Resilience in Critical Infrastructure
Assets, systems, and networks that are essential by governments for the functioning of a society and economy and deserving of special protection for national security.
The ability of a system, community or society exposed to hazards to resist, absorb, accommodate, adapt to, transform and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structures and functions through risk management (UNDRR).
The FIVE ICLEI PATHWAYS reflect ICLEI’s approach to achieving a sustainable city as well as local contributions to implementing the goals laid out in international frameworks such as the Sustainable Development Goals. Any of our individual projects or initiatives can be oriented along one or more specific pathways. We also look at how the pathways connect to bring about change in an INTEGRATED way. For example, we consider how nature-based development contributes to resilience, or how to bring equity into low emission development.
Cities need to look at resilience from a systemic governance perspective
Integrated management starts with wide-scale mobilization of support from stakeholders and robust facts and data.
Challenges often lie in the acceleration and upscaling of activities. Individual best practice is easier to achieve, follow-up funding and investment is challenging
The Business Continuity Conference, 25th October 2023 in Riyadh - Paul Gant
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The five essential elements of optimising your BC programme through technology -
1. Securing Accurate Data
2. Delivering Programme Compliance
3. Turning Data into Intelligence
4. Enabling Continuous Improvement
5. Positioning in a Risk World
The Business Continuity Conference, 25th October 2023 in Riyadh - David Boll...
The Business Continuity Conference, 25th October 2023 in Riyadh - David Boll...Continuity and Resilience
IT Disaster Recovery – Challenges and Solutions.
What is IT DR?
1. The ability to respond and recover from disruptions to IT infrastructure, networking, systems, equipment and data to support business continuity.
2. Originated from the legacy environment of mainframes where IT was centralised and had a major impact.
3. Further improved to IT DR sites to manage failover:
Cold
Warm
Hot
4. Traditionally strategies related to data backup by tape only.
5. Introduction of cloud and SAAS solutions has improved resilience through decentralisation.
Next step cloud-to-cloud DR solutions?
Why IT DR?
IT DR is critical and always important, which is often not given enough focus in BCM programs
Critical component of resilience
IT DR and IT resilience is a critical element of a thorough BCM system and resilience program
High % of real disruptions
It failures continue to be a leading cause of business continuity disruption.
Examples?
More important that ever
With increasing reliance on IT and digitisation, complexity and new risks, the requirement for IT DR continues to become even more important
Make or break your recovery
A well defined, implemented and exercised IT DR program is essential to the recovery of business delivery of products and services
The Business Continuity Conference, 25th October 2023 in Riyadh - Abdulrahma...
The Business Continuity Conference, 25th October 2023 in Riyadh - Abdulrahma...Continuity and Resilience
Lessons from a Chief Continuity Officer-
A Chief Continuity Officer (CCO) is responsible for ensuring that an organization's critical operations continue despite any disruptions or crises.
1. Build a robust business continuity plan.
2. Foster a culture of preparedness.
3. Establish clear roles and responsibilities.
4. Develop strong partnerships.
5. Implement robust technology systems.
6. Continuously assess and mitigate risks.
7. Communicate effectively.
8. Learn from incidents.
Remember, flexibility and adaptability are key in the ever-changing landscape of continuity management. As a CCO, it's essential to stay proactive, be prepared for unexpected events, and continuously improve the organization's ability to recover and thrive in the face of disruptions.
DEFLUFFING RESILIENCE
Business Resilience and its components often gather varied points of view and impressions from practitioners, champions, consultants, and other related stakeholders.
Over time there are few misconceptions that seem to have held on and often turn out to be counterproductive to the vision and goal of such programs.
CREATING AND MAINTAINING A BCM PROGRAM
CREATING should eventually lead to putting in place a comprehensive Program covering all phases of the full BCM Lifecycle – Plan, Do, Check and Act
MAINTAINING involves performing the activities to keep the BCM Program appropriate and relevant for the upcoming future – including Improvement. This covers:
Almost all BCM standards and guidelines make it mandatory to build a BCM culture. This is best done by ensuring ongoing and regular emphasis on the concept of Business Continuity, and its importance to the organization.
BCM Challenges and Compliance
Business Continuity Compliance
Cycle
Regulatory
Internal
Third party
Industry Compliance
SecOps
Review and maintain
Regulatory Compliance
Meet the Specific Compliance requirements by SAMA, NCA, CITC etc..
Industry Specific Compliance
For BFSI – SAMA, NCA
For Telco – CITC, NCA
For hospitality - STA, NCA
Third Party
ISO , 27001, 27021 ,
COSO , NIST, NESA
HIPAA , 27005 RISK
internal
Compliance to internal Polices , procedures Standards
InfoSec, Financial , HR, IT
SecOps
Adherence to specific Cyber Security –First line of defense polices
Vulnerability Assessment.
Identification of BCM related risks and comply to the remediation
BCM Maintenance Plan
This phase maintain the BCP in a constant ready-state. The maintenance process of a BCMS is constant and dynamic.
Thriving in the Crisis Situation
Crisis is an inherent abnormal, unstable, and complex situation that represents a threat to the strategic objectives, reputation or existence of an organization.
(ISO 22361 Crisis Management Guidelines)
Crisis Management is a coordinated activities to lead, direct and control an organization with regard to a crisis.
(ISO 22329: Crisis Management Guidelines)
Cyber Security & IT Resilience
Cyber security and IT resilience is a journey, not a destination, and we need to consider how business continuity, integrated with them.
This is becoming more and more prevalent at Board level and is having significant impacts, particularly on sectors.
Enterprise Resilience
Enterprise resilience goes beyond organizational and operational resilience.
It indicates an organization's ability to:
Dynamically plan, prepare, and understand risks and critical functions;
Anticipate disruptions and potential downstream impacts;
Respond progressively in a coordinated, organized, and controlled manner; and
Recover, adapt, and evolve to improve future responses.
Enterprise resilience encompasses cyber and physical threats across all geographies.
Advancing the Enterprise Towards Enterprise Resilience
Enterprise resilience goes beyond organizational and operational resilience.
It indicates an organization's ability to:
Dynamically plan, prepare, and understand risks and critical functions;
Anticipate disruptions and potential downstream impacts;
Respond in a coordinated, organized, and controlled manner; and
Recover, adapt, and evolve to improve future responses.
Enterprise resilience encompasses cyber and physical threats across all geographies.
“The best way to get management excited about a resiliency plan is to have a fire in one of your production data centers.”
Bcm is all about people!
Presented by Daman Dev Sood, Continuity & Resilience (CORE)
Introduction:
Over 33 years in the industry
Over 15 years in BCM a related domains
National and Global Winner of the BCI Awards
AFBCI
Mix of experience as Practitioner, Trainer, and Consultant
BCI Approved Instructor
SAMA BCM Framework
Presented by Dhiraj Lal
About Continuity & Resilience (CORE)
Consulting Services (ISO 22301 Certified)
Cyber Security
Business Continuity Management
Crisis Management
IT Disaster Recovery
Information Security
Risk Management
Training Services
NCEMA developed Training (we are trainers for the NCEMA courses at GCAS, NCEMA licensed training entity)
CORE is an approved Global Training partner for the UK based Business Continuity Institute licensed to conduct BCI trainings anywhere in the Globe
Notification and Automation Tools
CORE acts as a enabler between the partner & client by providing support for:
Gather requirements
Shortlist Vendors
Subject matter expertise for tool selection
Perform Vendor Demos
Tool installation & implementation
support for BC, ITDR & Notification
Assistance during tool testing
Value of Work Place Services in the Middle East
The document summarizes a presentation by Regus on the value of workplace services in the Middle East. Regus is the largest provider of coworking spaces and offers business continuity and disaster recovery solutions including temporary workspace. It discusses Regus' dynamic recovery program which provides flexible options to recover operations near the primary office, employee homes, or elsewhere. The presentation highlights issues with traditional static recovery models and emphasizes the need for scalable, geographically diverse solutions to ensure business resilience in the face of disruptions.
Social Media Influence in the field of Crisis Management– Case Studies
Presented by-Kashish Jhamb Cityinnovates
What’s a Social Media Crisis? CRISIS? Really?
If there’s a high volume of incoming social media messages on one particular topic or negative comments, chances are you have a social media crisis on your hands.
A communications crisis can strike at any time. It could be a faulty product, a lousy campaign, or a slip of the tongue from someone higher up.
It doesn’t matter the industry you’re in, or how popular you’ve been to this point. Sometimes, it just happens.
Waiting for a social media crisis to blow over is never an option. If you ignore it, it will likely get worse. Social media can be an asset in a crisis when used correctly, not an extra problem.
How to identify a Crisis on Social Media
When the public knows more (than your company) about the issue and they voice it on social media that’s your first sign of a social media crisis
If you start receiving a negative review in series on a particular product or a service then it is a sign of social media crisis
If you get more than 10 negative mentions per hour, for more than three consecutive hours then it is a sign of social media crisis
Cyber Resilience Tips and Techniques For Protection & Response
Presented by Chitaranjan Kajwadkar
Terminology:-
Information Security v/s Cyber Security
Security threats v/s Cyber Security threats
Security events, incidents, IoC, compromise ,breach, data theft, attack
Contain, Limit , Quarantine , Recover
Disaster Recovery v/s Business Continuity
Business Continuity and Information Security- An Excellent Fit!
Presented by Ramesh Ramani (LRQA)
AGENDA
Introduction-BCMS and ISMS
International Standards, UAE Regulations (NCEMA, ADSIC, NESA, ISR, GDPR). Dubai Data Law
PDCA Cycle
Common Factors-BCMS and ISMS
Organisational Considerations
Joint Project Management
Where this will work?
Where this will not work
Q&A
Crisis Communication & BCM in Aviation Sector
This document summarizes presentations from the 8th Middle East Business & IT Resilience Summit in Dubai on crisis communication and business continuity management in the aviation sector. It discusses the importance of having crisis communication plans that outline procedures for sharing information with stakeholders during emergencies. It also emphasizes establishing documented media response procedures and multiple communication systems with alternative channels to ensure notification, verification, stabilization and recovery across phases of a disruptive incident. Speakers stressed establishing early warning detection sensors, infrastructure with redundant communication mediums, and exercises to simulate communication during crises.
Effectiveness of Disaster Management Ground Reality and Potential.
Prof. N. Vinod Chandar Menon
Founder Member,
National Disaster Management Authority (NDMA),
Government of India
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The Business Continuity Conference, 25th October 2023 in Riyadh - Mr. Atiq Bajwa
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The Business Continuity Conference, 25th October 2023 in Riyadh - Paul Gant
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The Business Continuity Conference, 25th October 2023 in Riyadh - Abdulrahma...
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Advancing the Enterprise Towards Enterprise Resilience
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Social Media Influence in the field of Crisis Management– Case Studies
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Cyber Resilience Tips and Techniques For Protection & Response
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Many companies have perceived CRM that accompanied by numerous
uncoordinated initiatives as a technological solution for problems in
individual areas. However, CRM should be considered as a strategy when
a company decides to implement it due to its humanitarian, technological
and process-related effects (Mendoza et al., 2007, p. 913). CRM is
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M249 Saw marksman PMIThe Squad Automatic Weapon (SAW), or 5.56mm M249 is an individually portable, gas operated, magazine or disintegrating metallic link-belt fed, light machine gun with fixed headspace and quick change barrel feature. The M249 engages point targets out to 800 meters, firing the improved NATO standard 5.56mm cartridge. The SAW forms the basis of firepower for the fire team. The gunner has the option of using 30-round M16 magazines or linked ammunition from pre-loaded 200-round plastic magazines. The gunner's basic load is 600 rounds of linked ammunition. The SAW was developed through an initially Army-led research and development effort and eventually a Joint NDO program in the late 1970s/early 1980s to restore sustained and accurate automatic weapons fire to the fire team and squad. When actually fielded in the mid-1980s, the SAW was issued as a one-for-one replacement for the designated "automatic rifle" (M16A1) in the Fire Team. In this regard, the SAW filled the void created by the retirement of the Browning Automatic Rifle (BAR) during the 1950s because interim automatic weapons (e.g. M-14E2/M16A1) had failed as viable "base of fire" weapons.
Early in the SAW's fielding, the Army identified the need for a Product Improvement Program (PIP) to enhance the weapon. This effort resulted in a "PIP kit" which modifies the barrel, handguard, stock, pistol grip, buffer, and sights.
The M249 machine gun is an ideal complementary weapon system for the infantry squad platoon. It is light enough to be carried and operated by one man, and can be fired from the hip in an assault, even when loaded with a 200-round ammunition box. The barrel change facility ensures that it can continue to fire for long periods. The US Army has conducted strenuous trials on the M249 MG, showing that this weapon has a reliability factor that is well above that of most other small arms weapon systems. Today, the US Army and Marine Corps utilize the license-produced M249 SAW.
Corporate innovation with Startups made simple with Pitchworks VC Studio
In this write up we will talk about why corporates need to innovate, why most of them of failing and need to startups and corporate start collaborating with each other for survival
At the end of the conversation the CIO asked us 3 questions which sparked us to write this blog.
1 Do my organisation need innovation ?
2 Even if I need Innovation why are so many other corporates of our size fail in innovation ?
3 How can I test it in most cost effective way ?
First let's address the Elephant in the room, is Innovation optional ?
Relevance for customers
Building Business Reslience
competitive advantage
Corporate innovation is essential for businesses striving to remain relevant and competitive in today's rapidly evolving market. By continuously developing new products, services, and processes, companies can better meet the changing needs and preferences of their customers. For instance, Apple's regular release of new iPhone models keeps them at the forefront of consumer technology, while Amazon's introduction of Prime services has revolutionized online shopping convenience. Statistics show that innovative companies are 2.5 times more likely to have high-performance outcomes compared to their peers.
This proactive approach not only helps in retaining existing customers but also attracts new ones, ensuring sustained growth and market presence.
Furthermore, innovation fosters a culture of creativity and adaptability within organizations, enabling them to quickly respond to emerging trends and disruptions. In essence, corporate innovation is the driving force that keeps companies aligned with customer expectations, ultimately leading to long-term success and relevance.
Business Resilience
Building business resilience is paramount for companies looking to thrive amidst uncertainties and disruptions. Corporate innovation plays a crucial role in fostering this resilience by enabling businesses to adapt, evolve, and maintain continuity during challenging times. For instance, during the COVID-19 pandemic, many companies that swiftly innovated their business models, such as shifting to remote work or expanding e-commerce capabilities, managed to survive and even thrive. According to a McKinsey report, organizations that prioritize innovation are 30% more likely to be high-growth companies. Innovation not only helps in developing new revenue streams but also in creating more efficient processes and resilient supply chains. This agility allows companies to quickly pivot in response to market changes, ensuring they can weather economic downturns, technological disruptions, and other unforeseen challenges. Therefore, corporate innovation is not just a strategy for growth but a vital component of building a robust and resilient business capable of sustaining long-term success.
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一比一原版(philau毕业证书)美国费城大学毕业证如何办理
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5th ME Business & IT Resilience Summit 2016 - Project management in bcm why projects fail
- 1. 1 Continuity and Resilience (CORE) ISO 22301 BCM Consulting Firm Presentations by speakers at the 5th Middle East Business & IT Resilience Summit 20 – 21 April 2016 – Palace Hotel DownTown Dubai Our Contact Details: INDIA UAE Continuity and Resilience Level 15,Eros Corporate Tower Nehru Place ,New Delhi-110019 Tel: +91 11 41055534/ +91 11 41613033 Fax: ++91 11 41055535 Email: neha@continuityandresilience.com Continuity and Resilience P. O. Box 127557 Abu Dhabi, United Arab Emirates Mobile:+971 50 8460530 Tel: +971 2 8152831 Fax: +971 2 8152888 Email: info@continuityandresilience.com Please write to us if you would like to get in touch with the Speaker
- 2. Why Projects Fail All rights reserved to Pillar Total Solutions s.a.l. Material extracted from PMBOK® Guide, is PMI copyright and used with their permission . Conducted by: Imad Jomaa
- 3. 3 Your Host • Imad Jomaa. • Education: o Telecommunications & Electronics Engineer – 1980 – Cairo University • Employers: o Pillar Total Solutions s.a.l. (PTS) Beirut (since 2010), The National Commercial Bank (NCB) – Jeddah (24 years), CHUBB Alarms – Jeddah, Schlumberger – Shetland Islands – Oil Rigs. • Professional Certifications: o PMP , ITIL, COBIT , TOGAF9.1, Management Consulting Essentials.
- 4. 4 Your Host – 2 • Professional Memberships: o Syndicate of Lebanese Engineers (OEA), IEEE, PMI , PMO CoP, ISACA – Lebanon Chapter – Vice President, KOUDOURAT (NGO) Anti Unemployment Association – Member of Executive Committee, Chartered Management Institute , Association of Enterprise Architects (AEA), Lebanese Management Association (LMA).
- 5. 5 What is Work? • Work involves either operations (routines) or projects.
- 6. 6 What are Operations? • Operations are an organizational function performing the ongoing execution of activities that produce the same product or provide a repetitive service.
- 7. 7 What is a Project? • As per the definition of PMI (Project Management Institute), a project is a temporary endeavor undertaken to create a unique product, service, or result.
- 8. 8 The Project Challenge – Your Plan
- 9. 9 The Project Challenge – Reality
- 10. 10 • Lack of a senior management support. • Weak Change or transition Management. • Poor project management. • Business politics & Power Struggle. Reason for Projects’ Failure – 1
- 11. 11 • Ignoring Risk Management. • Unrealistic: o timelines or schedules. o Budget. o Scope or requirements. Reason for Projects’ Failure – 2
- 12. 12 • Lack of Team members commitment. • Unclear roles and responsibilities. • Poor communication. • Scope creep. Reason for Projects’ Failure – 3
- 13. 13 • Under estimating the complexity of the project. • Lack of end-user involvement. • Stakeholders conflict. • Lack of prioritisation. Reason for Projects’ Failure – 4
- 14. 14 • Inadequate testing processes. • Not meeting expectations. • Insufficient resources. • Bad decisions. Reason for Projects’ Failure – 5
- 15. Q & A Thank You
- 16. 16 Continuity and Resilience (CORE) ISO 22301 BCM Consulting Firm Presentations by speakers at the 5th Middle East Business & IT Resilience Summit 20 – 21 April 2016 – Palace Hotel DownTown Dubai Our Contact Details: INDIA UAE Continuity and Resilience Level 15,Eros Corporate Tower Nehru Place ,New Delhi-110019 Tel: +91 11 41055534/ +91 11 41613033 Fax: ++91 11 41055535 Email: neha@continuityandresilience.com Continuity and Resilience P. O. Box 127557 Abu Dhabi, United Arab Emirates Mobile:+971 50 8460530 Tel: +971 2 8152831 Fax: +971 2 8152888 Email: info@continuityandresilience.com Please write to us if you would like to get in touch with the Speaker