Business continuity program certification,natural disasters,hazardous materials wow,the recovery plan - And More

Business Continuity Ever Try To Turn Your Business Continuity Management Program On Its Head? Time to evaluate your business continuity management program to be sure you’re ready for whatever comes your way. That may have been true in the days when the risks we contended with were statistically predictable, quantifiable, and insurable. I have news for you: if our risk landscape has changed, then our business continuity management approach had better change right along with it.
Business continuity management historically has focused on protection: protect your people, protect your assets, protect your information, protect your revenue. But in today’s world, protecting what you have isn’t going to get you where you need to be. For IT and business continuity management, transformation in the 21st century means stepping outside of the traditional risk-averse mindset to take on a deeply proactive approach that extends across the entire business.
Likewise, transformation does not mean firing your business continuity management team and hiring a new one. The past decade has seen more changes to business and technology than can possibly be quantified. Bob Zettel is the Manager and a Senior Consultant with the Consulting Services Division of The Manuel Lujan Agencies. MLA’s Business Continuity Planning Process prepares you to reopen your doors quickly after a loss, no matter how large or small.
Emergency Management – How are you going to keep your people safe, during and after an event?
Many organizations utilize metrics that fall short of this Quality level and therefore hinder their ability to communicate an accurate message. Are easy for the intended audience to understand by using the same measurement and communication techniques that are in place in other areas of the business. The common misunderstanding or inappropriate message is that a program that has good performance automatically provides a highly recoverable organization OR the opposite where poor program performance means an unrecoverable organization.
Recoverability metrics focus on comparing management approved recovery objectives to proven recovery capability (through testing or actual recovery efforts).
Both of the example metrics dashboards are simplistic in their design, but they can require a significant amount of effort to be reported against and meet the guidelines for Quality metrics. This entry was posted in Business Continuity, Business Continuity 101, IT Disaster Recovery by Susan Giffin. In every area of business, companies are being forced to proactively meet customer and business demands in new and innovative ways.
Such an approach recognizes that business resiliency – the ultimate goal – means much more than keeping the lights on or even keeping the data flowing.

The demand for transformation does not mean that we throw out everything we have learned about business continuity management in previous decades.
As you think about your business as a whole and engage with your consumers, ask yourself: what do we need to do to align our business continuity management methodology with our desired business outcomes?
Chances are, you are bringing new business processes and applications into the fold all the time. There is only so much that a static or traditionally-built business continuity plan can do for you, considering the ambiguous nature of today’s threats. For intelligent planning to become a reality, collaboration and communication need to be vastly increased to provide situational awareness during an incident. But what if a company leader had a more holistic view of the forces that could act on their business? Always time-constrained, they ask for metrics that can be reviewed at a glance to understand performance quickly and determine if an investment is paying off. In a business continuity program, Quality metrics should speak to goals related to both program performance (the planning process, such as performing a business impact analysis, documenting plans and facilitating exercises) and recoverability (can the organization meet its recovery objectives when facing a disruptive incident).
KPIs) or planning scorecards, program performance metrics focus on reporting the status related to planning activity completion.
These metrics are important – important to audiences concerned with the appropriate implementation of the program processes such as regulators, auditors, risk management groups and business unit program coordinators. Organizations may not have the processes or maintain documentation necessary to develop and report this level of detail.
In marketing, that has involved a shift from huge mass-market campaigns to micro-personalized outreach. To the new CIO in this changing and somewhat threatening world, resiliency seeks the enhancement and protection of human resources, current revenue streams, and future revenue growth potential by allowing business and operational decisions to be informed by advanced risk intelligence and proactive business continuity awareness.
If you are in business continuity management today, you are part of the solution – not part of the problem. They talk to their team and they talk to their internal customers – the different lines of business, operations, vendors, etc. Can you really afford to wait until your next annual BIA to study the risks associated with these new items and carefully work them into your business continuity plan? What you really need is a foundation you can then build on during an actual event, because you can’t possibly predict all the details of a business interruption ahead of time. As you challenge your business continuity management program and shake things up, you also need to drive the creation of a new resiliency roadmap: a roadmap that is aligned with your organization’s goals and objectives, and that has resiliency processes embedded into the culture and daily operations of the company. The only way to keep business continuity management aligned with this new topsy-turvy world is to turn it on its head as well!
Not unlike other disciplines, business continuity practitioners commonly find themselves developing metrics to communicate readiness and justify investment, as well as seeking feedback to prioritize continual improvement and remediation activities.

When metrics include both, the business continuity program provides a clear picture to management that allows them to provide feedback and prioritize continual improvement opportunities. This dashboard outlines recovery targets, compares performance, and provides criticality or priority ratings to show level of importance.
However, once initially developed, Quality metrics should provide an ongoing method for communicating performance, progress and escalating issues that answer executive questions about program performance and recoverability. In software development, it often requires leaving behind sequential waterfall design methodologies and embracing incremental agile approaches.
In fact, you are the leaders of the new solution, uniquely qualified by your years of experience and the depth of your knowledge. For example, if Procurement is looking at a new vendor, you need to be a part of that process for business continuity reasons, asking questions about the vendor’s resiliency strategy and disaster recovery tests. Our process experts analyze your critical processes and develop methods to test their resilience by stressing them in a safe, virtual environment.And our team works to train leaders how to establish the daily rhythms necessary to manage recovery operations over an extended period of time.
However, business continuity professionals and their program sponsors often struggle to communicate when it comes to recoverability and find it easier to communicate program performance.
This dashboard is a true look at recoverability and answers the common executive question: Can our organization be recovered within our tolerance for downtime?
But to truly leverage technology and business continuity to build a resilient business, we need to think about the business as a whole, and that means engaging with the consumer (thinking like the consumer, enhancing the consumer’s experience, anticipating the consumer’s next demand). You need a new way to safely onboard new processes, new products, and new applications – before these things even make their way into the production environment. With Human Resources, you need to part of the onboarding of new employees, training them in company security policies and procedures.
As a result, management comes away feeling unclear if the business continuity program delivered solutions that manage the risk associated with disruptive events in line with their risk appetite. It means being able to align the business continuity program with the goals and objectives of the business. In this perspective, we’ll not only describe attributes of Quality metrics, but we hope to make the case that business continuity professionals should be reporting on much more than the planning activities that they perform or manage – they must also compare the end results of the planning processes (strategies and solutions) to management’s approved recovery objectives. In our opinion, this is where metrics reporting must improve in order to meet expectations and engage management on a consistent basis. Such communication is essential to support the decision making that needs to take place rapidly and accurately to address an incident.

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