BC Components and CM Lifecycle

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This document outlines the key components of a business continuity plan, including crisis management, corporate safety, business recovery, IT disaster recovery, and crisis management life cycle. It discusses ensuring the safety of people and places, resuming critical business activities and IT systems, conducting risk assessments, and developing plans for emergency response, facilities recovery, and IT service continuity. The business continuity management process involves planning, assessing risks, implementing recovery plans, and operating IT service continuity plans.

Business Technology

Business Continuity Components
Business C i i M
B i Continuity Management

Crisis Management
Corporate S f
C Safety
Ensure Safety of People
& Places

Business Recovery IT Disaster Recovery
/ Resumption Information Technology
Line of Business
f Recover Infrastructure
and S
d Systems
Resume Business
Critical Activities

Confidential - Internal Use Only – Ronald Kimura

Crisis Management Life Cycle
Emergency
g y Incident Initial Impact
p
Crisis
Cii Recovery
Reco er Resumption
Res mption
Preparedness Response Assessment

Floor Response Teams Medical Assistance Structural Structural ?Communications
Evacuation Drills Containment IT Infrastructure Utilities ?Alternative Work Locations
First Aid/CPR Training Security Fire/Life Safety Systems Communication Systems ?Business Recovery Plans
Earthquake Supplies EOC/Incident Command System EAP Requirements Fire/Life Safety Systems ?Departmental Resumption Plans
ERT Reporting
R ti Production Schedules
P d ti S h d l Security Systems
S it S t ?IT Service Continuity Plans
S i C ti it Pl
Fire/Life Safety Systems Liaison w/ Local Agencies Communication Systems ?Business Recovery Plan
Security Training Utilities ?IT Service Continuity Plans
SEHS Roles & Responsibilities Security Systems ?Secondary (Departmental) Impact Assessments
Response Training
Management Training (EOC Drills)
Communication Strategies
?Protection/Mitigation of Key Assets
?Business
?B siness Impact Analysis / Risk Assessment
Anal sis
?Department Resumption Plans

Plan Assess Implement Operate
Business
Continuity Business Business IT Service
Risk
Management
g Impact Recovery Continuity
Assessment
Analysis Plan Plan

List of critical business Threat identification, Departmental plans that IT Service Recovery Plans
functions business interruption document critical functions, aligned with Business
Thorough knowledge of probabilities and loss potential recovery strategies Risk Reduction measures
organization and departmental Written plans for Emergency Stand-by arrangements
interdependencies Response, Facilities recovery, IT Developed Procedures
Sr. M t
S Mgmt report to approve
tt recovery and EOC operations
d ti
funding for mitigation and Identification and formation of
response activities Business Resumption and
Disaster Recovery Teams

Confidential - Internal Use Only – Ronald Kimura

The document discusses business continuity management and regulation. It outlines key elements of risk response and recovery planning such as identifying asset risks and evaluating them. Business continuity strategies are also discussed, including the relation between risk management and business continuity planning. The strategies of risk avoidance, reduction, sharing and retention are covered. A case study of Colt's business continuity approach for different levels of incidents is presented.

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The document introduces the Zone Control System for safety compliance. It provides an overview of the system, including its origins from the author's experience in health and safety management. It was originally created for the author's personal use but has now been developed further and applied to UK Security. The system is designed to help businesses, especially small businesses, achieve safety compliance through involvement and easy-to-use methods. The document disclaims any liability for misuse of the guidebook, which is intended as an introduction rather than a comprehensive safety manual.

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The document is an emergency response guide report prepared by University of Nevada, Reno students for MSLI to analyze and improve their business continuity management. It describes MSLI's operations in Reno, the project goals, an analysis of key support departments like Help Desk and Data Center, and recommendations to strengthen areas like exercises, cross-training, and alternative communication systems.

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This document discusses managing and mitigating risk in business. It notes that risks today include a growing amount of data and connected devices, emerging technologies, and a complex regulatory landscape. The key success factors for managing risk are to reduce the cost of security and resiliency, protect data and manage compliance, and secure the data center. IBM can help with risk management by ensuring business continuity, preempting risks while supporting goals, optimizing productivity, and providing efficiencies in compliance maintenance.

Business Continuity, Disaster Recovery Planning & Leadership 18 - 21 June 201...

360 BSI

Disasters could cripple your organization, suspending mission-critical processes and disrupting service to your customers. These disasters could be man-made or natural in nature. The Business Continuity Plan addresses an organization’s ability to continue functioning when normal operations are disrupted. A Disaster Recovery Plan is used to define the resources, action, tasks, and data required to manage the business recovery process in the event of a disaster. In this workshop you learn to identify vulnerabilities and implement appropriate countermeasures to prevent and mitigate threats to your mission-critical processes. You will learn techniques for creating a business continuity plan (BCP) and the methodology for building an infrastructure that supports its effective implementation. Benefits of Attending: Using a carefully selected case study, course participants will: - Create, document and test continuity arrangements for an organization - Perform a risk assessment and Business Impact Assessment (BIA) to identify vulnerabilities - Select and deploy an alternate site for continuity of mission-critical activities - Identify appropriate strategies to recover the infrastructure and processes - Organize and manage recovery teams - Test and maintain an effective recovery plan in a rapidly changing technology environment Exclusive: - Bring your BCP/DRP for private consultation review - BCP/DRP Step-by-step Guide - BCP/DRP templates and worksheets to aid you in applying and putting into practice what you have learned from this workshop - FREE CD containing course material, case studies, and other related items of the training workshop Who should attend: - Vice Presidents, Directors, General Managers - Chief Information Officers - Chief Security Officers - Chief Information Security Officers - Chief Technology Officers - Heads of Departments in Information Security Management Contact Kris at kris@360bsi.com to register.

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1) Current risk management approaches are problematic because they are either too notional and abstract or too focused on tangible metrics. 2) A new evidence-based approach is proposed that uses incident data frameworks to extract metrics that can be used to build models of threats, impacts, and management capabilities. 3) By analyzing patterns in incident data, more accurate assessments of risk can be made based on an organization's unique loss landscape, threat landscape, controls landscape, and how these change over time. This moves risk management from superstition to a measurable science.

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Yes, an external auditor can help validate the effectiveness of the BCP. Some key reasons are: - Provide an independent third-party perspective - Ensure compliance with regulations and industry standards - Test processes and identify gaps/areas for improvement - Verify ability to execute the plan effectively in a disaster scenario So in summary, an external audit is recommended as part of the BCP management process to independently validate that the plan is robust, compliant and operationally effective.

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1. Business continuity and crisis management are essential capabilities for companies to prepare for potential disruptions. 2. The document outlines the business continuity management (BCM) life cycle and emphasizes that BCM is an ongoing process rather than just emergency planning. 3. Scenario planning exercises are important for testing strategies and plans, as it is impossible to plan for every eventuality.

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This document provides an overview of transforming a help desk into a more strategic service desk. It discusses key concepts like implementing more proactive processes through automation and knowledge management to address common help desk issues and lower costs. Metrics and key performance indicators for processes like incident, problem, and change management are reviewed. The benefits of a service desk over a help desk are described, such as providing a single point of contact and focusing on customer service. Software asset management is also introduced as an emerging area of focus.

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IT-centric business continuity planning aims to align IT recovery with business needs. It recognizes that while disaster recovery focuses on restoring IT systems, business continuity prioritizes maintaining business processes. The approach involves business leaders and IT leaders collaboratively assessing risks, mapping processes, developing strategies to restore critical systems based on business priorities, and creating plans to guide response and recovery. Regular testing and updates are needed to ensure plans remain effective over time.

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BC Components and CM Lifecycle

1. Business Continuity Components Business C i i M B i Continuity Management Crisis Management Corporate S f C Safety Ensure Safety of People & Places Business Recovery IT Disaster Recovery / Resumption Information Technology Line of Business f Recover Infrastructure and S d Systems Resume Business Critical Activities Confidential - Internal Use Only – Ronald Kimura

2. Crisis Management Life Cycle Emergency g y Incident Initial Impact p Crisis Cii Recovery Reco er Resumption Res mption Preparedness Response Assessment Floor Response Teams Medical Assistance Structural Structural ?Communications Evacuation Drills Containment IT Infrastructure Utilities ?Alternative Work Locations First Aid/CPR Training Security Fire/Life Safety Systems Communication Systems ?Business Recovery Plans Earthquake Supplies EOC/Incident Command System EAP Requirements Fire/Life Safety Systems ?Departmental Resumption Plans ERT Reporting R ti Production Schedules P d ti S h d l Security Systems S it S t ?IT Service Continuity Plans S i C ti it Pl Fire/Life Safety Systems Liaison w/ Local Agencies Communication Systems ?Business Recovery Plan Security Training Utilities ?IT Service Continuity Plans SEHS Roles & Responsibilities Security Systems ?Secondary (Departmental) Impact Assessments Response Training Management Training (EOC Drills) Communication Strategies ?Protection/Mitigation of Key Assets ?Business ?B siness Impact Analysis / Risk Assessment Anal sis ?Department Resumption Plans Plan Assess Implement Operate Business Continuity Business Business IT Service Risk Management g Impact Recovery Continuity Assessment Analysis Plan Plan List of critical business Threat identification, Departmental plans that IT Service Recovery Plans functions business interruption document critical functions, aligned with Business Thorough knowledge of probabilities and loss potential recovery strategies Risk Reduction measures organization and departmental Written plans for Emergency Stand-by arrangements interdependencies Response, Facilities recovery, IT Developed Procedures Sr. M t S Mgmt report to approve tt recovery and EOC operations d ti funding for mitigation and Identification and formation of response activities Business Resumption and Disaster Recovery Teams Confidential - Internal Use Only – Ronald Kimura

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