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Implementing BCM Standards for Organizational Certification and Sustainability |


Please ask questions throughout the presentation

To maximize value to the audience, the following presentation assumptions were made: The decision on whether or not to outsource is beyond the scope of the current

presentation. To the extent possible, generally recognized and accepted standards and guidelines are

leveraged. This strengthens support for identified BCP management recommendations. It also provides better support for those implementing BCP management programs in response to heightened regulatory expectations.

The speaker will be available after the presentation and welcomes any questions on the

above or any topics discussed during the presentations


What are the market drivers paving the way for standards and certification? 1

What are the leading standards? 2

What is the value of certification? 3

How do I build a sustainable Continuity Program? 4

What are the benefits? 5

Implementing BCM Standards for Organizational Certification and Sustainability | Implementing BCM Standards for Organizational Certification and Sustainability |Page ‹#›


Old BCP drivers and influences limited the reach of the continuity program

Departmental focus

Limited recovery scope

Disaster Recovery

Focus mostly on Applications, Systems, Infrastructure

People

Limited inclusion of process managers and leadership – focus mostly o tech based

resources

BCP in the Organization


Customer

Distributor

Warehouse

Supplier

Subcontractor

Production

Headquarter

Organizations must position their program to reach further…


Business drivers for an integrated approach to enterprise continuity management

Increased regulations Corporate strategy

Increased competitive pressures

New technologies

Increased reliance on external parties

Integrity driven performance expectations

Increased complexity due to globalization

Increased demand from stakeholders

Cooperation with other companies in the value chain

Transparency and accountability demands


Business Continuity Program

Need to comply with Standards and Regulations

Focus on multitude of requirements

Look at other business commitments

Streamline planning, processes, and procedures

Reduce continuity costs, improve efficiency, effectiveness and confidence

Balance of continuity and performance objectives


BCP Leadership must break-down organizational silos

Product portfolio and services

Reputation

Operational Risk and Performance

Supply Chain

Legal / Regulatory

Revenue

$

Corporate Governance Assets


Enterprise Wide Reach

Strategic

• See BCP as a value driver

• The need for connection among BCP, Risk, and Compliance is understood and valued – although operational issues exist

• Exposure to substantial business impact through insufficient commitment to BCP management

Operational

• Manual processes are not meeting BCP requirements

• Most do not have real-time BCP capability

• Growing investment area, but light on cost and value measurement

• Investment shifting towards BCM Central Office and automation

Future Trends

• Significant improvements are expected in the areas of data accuracy (i.e. financial risk), quality of decision making, task redundancies, etc.

• Technology will be a critical BCP enabler

• Effective BCP can realize value in the areas of reputation and brand, employee retention and revenue


Standards

Identification / Analysis


ASIS SPC.1*

ASIS/BSI BCM.01-2010*

BSI 25999-2*

ISO 22301**

NFPA 1600:2010*

* Supported by PS-Prep

** PS-Prep supported anticipated


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Policy

Program Maintenance

Records

Business Impact Analysis

Risk Assessment

Business Continuity Strategies

Plan and Program Structure and Content

Incident and Crisis Management Structure and Procedures

Communication Strategy and Procedures

Business Continuity and Recovery

Training and Awareness

Areas to include in your program


Standards Based BCP

How do We Build It?


Supporting today’s organizations small and large

BCPManagement BCP

Management


Include the entire organization and support from the

Board down

Leverage available knowledge and know−how learned through best practices

Incorporate national and international standards

Implement a Continuity Management System based on tools that help automate and govern the program


Comparison of the BC Program and the Management System

Business Continuity Program

Facilitate the continued operation of critical company processes in the event of a business interruption.

Supporting objectives:

1. Identify the critical company processes 2. Put in place Enterprise response plans 3. Assist units in developing process level

procedures 4. Maintain the system 5. Enhance available technology

BCP Management System

The means by which an organization controls BCP through the management process.

Setting business strategy & objectives, incorporate organization structure, risk appetite, establish culture & values, developing internal policies and monitoring performance.

Supports “Continuous Improvement”

- i.e. Plan-Do-Check-Act cycle


Continuous Improvement Process is…

VISIBILITY Dependencies, RTO’s, Plans, Accountability

VALUES

Adaptability, Transparency, Simplicity, Unity

EXECUTION Change management, Accelerated Delivery

collaboration

integration

acceptance

retrospective

goals

vision

Implementing BCM Standards for Organizational Certification and Sustainability |Page 32

Result oriented BCP process based on certification stand

Gate 1

Gate 2

Gate 3

Phase 2 Phase 3 Phase 4 Phase 1 Gate 4

Phase 5

Pilot Rollout Develop BCP Management System

Initiation Build Roadmap

Governance and Continuous

Improvement

Planning and Preparation

BCP/BCMS Implementation

Pilot & Rollout Monitor, Operate, Improve

Gap Analysis

Formulate Steering Committee

Formulate Management team

Select Standard

Determine certification goals

Create BCP framework

Build roadmap

System development or off the shelf software selection

Ensure software can support certification, standard, and framework

Setup / Configure

Build BIA and planning templates

Establish policies

Management Review

Identify Pilot group

Test training process

Test the framework

BIA workshop

Planning workshop

Testing / validation

Gauge end user acceptance

Fine tune framework / materials

Management Review

End user training for contributors, auditors, and continuity coordinators / planners

Include awareness in training

Build up the training group size

Monitor BIA completion and plan development activities

Audit for certification Management review

Measure end user acceptance

Continue to integrate, coach, train, maintain, and support the framework

Utilize dashboards to monitor program advancement and buy-in

Management REview

Implementing BCM Standards for Organizational Certification and Sustainability |Page 33

Strategic Benefits

Provide transparency for senior management Establishes a formal program for the management and mitigation of risk Establishes business continuity as a strategic goal of the organization

Change effectively plans, processes, company organization structures and other related objects. Find new areas in the organization, groups, and fields of application for your Program such as Vendor Management.

Secure your organization’s long term success (sustainability) with successfully introduced BC standards, best practices, and

management system.

Support Corporate Governance

Address operational risk and regulatory demand

Achieve durable competitive advantages for your business.

Implementing BCM Standards for Organizational Certification and Sustainability |Page 34 Implementing BCM Standards for Organizational Certification and Sustainability |Page ‹#›

“You don't discover new continents without having the courage to lose sight of old coasts.“ André Gide

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