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Getting Started with BCM Program
This document contains information about a business continuity consulting firm called Continuity and Resilience (CORE) including their contact details in India and the United Arab Emirates. It also summarizes a presentation given by S. Seshadri of CORE at the 4th India Business & IT Resilience Summit on establishing a business continuity management system based on ISO 22301. The presentation covers why organizations implement BCM, key requirements and elements, and issues to consider when initiating a BCM program such as scope, roles, and obtaining leadership support.
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Getting Started with BCM Program
- 1. Continuity and Resilience(CORE) ISO 22301 BCM Consulting Firm Presentations by speakers at the 4th India Business & IT Resilience Summit 7th October, 2016 | Hotel Hilton, Mumbai India 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: ms@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
- 2. BCM Program- Getting started SSeshadri Head – Consulting, CORE 4th Biz & IT Resilience Summit, Mumbai October 7, 2016 2
- 3. Establishing a BCMS •Why implement BCM? • Requirements for BC, based on – Organisation’s context and objectives – Legal, regulatory, and contractual requirements – Interested parties – Products and services – Customers October 7, 2016 3
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- 5. Business Continuity Management EMERGENCYMANAGEMENT ITDISASTERRECOVERY FACILITIESMANAGEMENT HUMANRESOURCES SECURITY CRISISCOMMUNICATIONS&PR KNOWLEDGEMANAGEMENT SUPPLYCHAINMANAGEMENT QUALITYMANAGEMENT HEATH&SAFETY RISKMANAGEMENT ENVIRONMENTALMANAGEMENT Involveall Elements of the Organisation Note: Source – BSI/BCI 5October 7, 2016
- 6. • BCM isbased on a ‘lifecycle’ – it is a continuous process • Must become part of the organizational culture • Commitment from the top, and throughout the organisation • Based on impacts – not just threats • BCM must be proven by exercise and lessons learnt • BCM must be maintained in a changing environment Key Elements of the Standard October 7, 2016 6
- 7. Key Program InitiationIssues • Identifying the Scope • Aligning with organization’s objectives • Issuance of BCM Policy • Ownership and accountability • Roles and responsibilities • Skills and competencies • Assumption and limitations • Schedule and Budget • Implementation • Ongoing support 7October 7, 2016
- 8. • What aretheir requirements and perceptions? • Who are they? • Shareholders, Customers, Employees and Suppliers • Regulators, Financial Investors, Insurers, Auditors, Professional Bodies, Trade Associations, Government Departments • Competitors, the Community, Media and ‘Vested Interest’ Groups Interested Parties October 7, 2016 8
- 9. Leadership October 7, 20169 • Display thought leadership • Provide guidance • Encourage and motivate • Decide, and communicate • Define Risk Appetite • Provide resources • Establish BCM Policy • Participate in tests • Review & enable continual improvement
- 10. Planning October 7, 201610 • Procedure/ methodology for • Risk Appetite • Regulatory Requirements • Business Impact Analysis • Risk Assessment • Strategies Development • Plan Development • Exercising • Reviewing and monitoring • Performance Evaluation • Continual improvement • Management Review • Internal Audit • Corrections and CAPA
- 11. Support October 7, 201611 • The organisation shall commit to support its BCMS by providing the following – Resources – Competence – Awareness – Communication – Documented information
- 12. The ‘silo’ syndrome •Business Continuity • IT Service Continuity • IT Disaster Recovery • Information Security • Risk Assessment October 7, 2016 12
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