Yet having such a plan remains unfinished business for many companies, perhaps due in part to the challenges of distinguishing the differences between business continuity and disaster recovery.
Business continuity and disaster recovery should be thought of not as a task to be completed but as a living and breathing exercise. The structure of a business continuity plan must be clear, brief and easy to understand, not only for those directly involved in the business continuity management process; the rest of the staff must be briefd in order to be prepared to react fairly and support a possible process of fast recovery.
For each risk within the business continuity plan, there must be a way to reduce the probability of its materialization.
The emphasis for business continuity today is on the organisation's critical business processes that need to be recovered in the event of a disaster for the survival of the organisation. The business continuity process must embrace risk, emergency and recovery planning to manage a crisis or disaster event and have any hope of survival. The key to developing a business continuity culture is the ongoing commitment of executive management. It appears there has been little or no research undertaken on quantifying how much organisations are spending on business continuity.
This result is rather surprising considering that in the last few years organisations have dramatically changed the way they conduct business, in particular, through e-commerce.
Employee induction program--Business continuity education for employees must start from the beginning of their employment and be ongoing throughout their career within the organisation. Two internationally recognised professional associations are dedicated to business continuity with BCP standards.
Identify dependencies and interdependencies of critical business processes and the order in which they must be restored. However, without commitment from the business process owners, the quality of the information may be somewhat subjective.
The objective of this phase is to determine the available options and formulation of appropriate alternative operating strategies to provide timely recovery for all critical processes and their dependencies.
The overall objective is to identify the BCP recovery strategies that are low risk and cost-effective.
Recovery of all of the business unit's critical business processes (as identified in the business impact analysis) using business continuity plan recovery procedures. As organisations continually reengineer their processes by integrating with those of their suppliers, strategic business partners and customers, the level of risk increases and the recovery time window shortens.
While the organisation may have a strong business continuity environment with well-developed plans, this may not be the case for many of their strategic business partners. While disaster recovery primarily involves protecting IT infrastructure and data from disabling events after an equipment or site failure, business continuity targets a more comprehensive, business-focused approach for maintaining the availability of mission-critical applications and data in the face of any type of disruption. The Business Continuity Institute suggests business continuity plans be tested fully at least once a year, yet research from Infoconomy revealed only one-third of companies surveyed do so.
An efficient BCP includes procedures designed to mitigate unexpected events that can interrupt the business processes; the plan is olso needed in order to allow a rapid recovery of the business, and minimize the effects of down-time on daily activities. For many organisations, however, senior executives continue to ignore or defer the investment in business continuity believing a disaster would not strike their organisation. The policy provides a control framework for the implementation of strategic objectives of the organisation.
As business continuity is viewed as an organisational responsibility and part of the cost of being in business, funding is provided at a corporate level. However, one of the outcomes of the business impact analysis provides the organisation with an indication of the financial impact if a disaster did strike the organisation.
This is of particular relevance where many organisations today conduct a large portion of their business through e-commerce. In the last two years, answers to questions on expenditures indicated there has been no major increase in expenditure by organisations on business continuity. This type of training program is targeted for employees who will have responsibility for the development and maintenance of the BCP for either their business unit or the organisation.
Executive managers who fail to take action to protect their organisation will be held accountable by the shareholders, strategic business partners, regulatory authorities or other interested parties.
To improve these odds, organizations should implement a "closed loop" process for deploying and maintaining their business continuity strategies. To create and maintain a business continuity plan that is a corporate must that necessitates a serious commitment of time and resources, making sure all systems and process analyses are performed and then remaining dedicated to supporting all the steps all along the way.
However, too often organisations do not have a business continuity policy that broadly states the organisation's objectives for its survival.
The advantage with this approach is that IT departments historically have a good understanding of the need to have a business continuity plan. However, for developed education in-house, there is a need to ensure that business continuity is included and builds upon what was presented in the employee induction program. The floor in question may have been designated as the area for another business unit to occupy during a disaster event. Pay particular attention to fluctuating business conditions as well as the addition of new technologies and applications.
From the diagram, it can be seen that business continuity is one of the strategies the organisation employs to mitigate its risks.

The necessary infrastructure for the successful execution of the business continuity plan had been previously established.
Over the last 10 years, business continuity planning has evolved by repositioning itself from its focus on disaster recovery and information technology.
Business continuity plans (BCP) are no longer a luxury, but an essential element of an organisation's risk management programme. Organisations develop a strategic risk management plan to assist in identifying, quantifying and managing their risk. Successful implementation of the strategic risk management plan (and business continuity) requires executive management support. Developing a business continuity culture in any organisation is a significant undertaking, particularly if the organisation has traditionally seen business continuity as an information technology risk and not an organisation-wide issue. Management needs continually to be reminded that the aim of business continuity is to keep the organisation in business in the event of a disaster by maintaining its critical core processes in the delivery of products and services to its internal and external customers.
Business unit funding--Many organisations view business continuity funding as a business unit expense and therefore each business unit must fund the cost of its business continuity planning. Information technology funding--A number of organisations view business continuity as an information technology issue, rather than a corporate or business unit issue. Business continuity training program--Many organisations either have developed their own business continuity training program or utilise the services of external parties. Standards associations in some countries are in the process of developing business continuity standards.
The objective of phase 1 is to establish a sound framework for the development of the business continuity plan to ensure the project will achieve its strategic goal. The organisation's recovery strategy needs to be developed for the recovery of the core business processes.
One of the critical determinants utilised in selecting the business continuity strategy is the recovery time objective (RTO).
The objective of this phase is to develop and document the recovery processes that will ensure business continuity in the event of a disaster in a form that is appropriate for execution under emergency conditions. Recovery of selected business units' critical business processes (as identified in the business impact analysis) using business continuity plan recovery procedures. Determine the ownership and responsibility for maintaining the various BCP strategies within the organisation.
The following business continuity maintenance schedule (See figure 4) compares the frequency of the static and dynamic review processes for a business continuity plan.
Organisations have failed to respond to this increase in exposure from single points of failure by not implementing risk mitigation strategies, for example, by building redundancy into the design of the information technology architecture.
Organisations need to implement risk mitigation strategies to minimise the likelihood of a disaster.
Internal environment—Any proposed physical infrastructure changes must be communicated to ensure potential risks to the existing business continuity plan(s) can be assessed. Where the organisation has recognised this risk and contractually requires its strategic business partner to have a BCP, there is no process to ensure that the third-party service provider has developed the BCP or it is exercised on a regular basis.
Business continuity is an integral part of the organisation's day-to-day business processes. A strong business continuity environment provides assurance to the organisation's executive management that in the event of a disaster, the organisation is in a superior position to survive. Offers software solutions that help customers operate a comprehensive and professional Business Continuity plan across the enterprise.
LDRPS Plan Navigators will guide you to build the following types of Plans: Crisis Management Site Event Management Business Recovery Application Recovery ( IT Planning) Create Your Own to meet YOUR Needs!
It is equally important for an organization to devise both of these plans in conjunction as each, on its own, will not be able to provide the level of preparedness and protection today's businesses demand to remain up and running under any conditions. As the senior vice president of corporate development and strategy, Ken Horner is responsible for the worldwide roll out of BakBone's overall strategy and business development activities that will drive future growth for the Company, and the direct sales development, channel management activities and revenue growth in the North and South America regions. The business continuity plan must include prevention and recovery methods for situations when risk factors are materialized, such as a Disaster Recovery Plan. Executives sometimes overlook the often commonplace events such as cable cuts, power outages, computer viruses and equipment failures that can endanger a company's business survival.
In order to develop a business continuity plan, the company needs to understand that implementation is an ongoing process and a long term commitment. Undertaking any of these business continuity activities should form part of a wider planning structure and process and is not an end in itself, but rather a means to an end. The disadvantage with this strategy is that the business unit managers, who often are under pressure to control costs, will target business continuity as a candidate for cost cutting as it is seen as an easy target.
This will assist in determining the appropriate risk mitigation strategy, the residual risk and investment required to mitigate the risk.
Without this integration, the organisation's risks relating to a disaster significantly increase as the organisation continues to change to meet the dynamic requirements of today's business environment. If a critical node of IT infrastructure is broken, there will be a significant impact on the entire business. The benefit of this strategy is that business continuity will have a strong and continuous commitment from executive management.

It is here that the employee is first introduced to the organisation's business survival strategy.In the business continuity segment, the concepts of business continuity are outlined and discussed.
He has published a large number of papers on IS auditing and business continuity in Australia and the US. In this capacity, Ken spent four years successfully leading corporate partnering, worldwide market and multi-tiered channel definition, technology acquisition and strategic alliance efforts on a global basis.
The disadvantage with this approach is that it focuses only on the IT dependency of the organisation and not on other critical business processes and dependencies that are outside of IT.
A business continuity plan has to cover all the services and infrastructure necessary for business operation, as well as provide all applications and resources to support the business recovery in case of damage, downtime or disaster.
Management must be assured that by investing in business continuity it is improving its chance of survival in the event of a disaster and it makes good business sense. It is important that, once business continuity has been recognised as a critical component of the organisation's risk management programme, the organisational processes embrace the concept and continue to support it.
He has 20 years' audit experience with more than 10 years' business continuity experience both in the public and private sectors.
AS Software solutions include business risk assessment, Business Continuity plan development, emergency notification in the event of a business disruption and virtual command center functionality. And having been built by expert consultants, a continuity program built and managed via Plan Navigators will be, by default, based on proven best practices. Most organizations cite downtime and its impact on revenue generation as the major drivers creating demand for a comprehensive business continuity strategy. We analyze your needs, together with you and our partners, and build custom software solutions, for improving your business processes. Among the most tangible consequences of service downtime, besides the adverse effect on revenues, is the derailment of everyday business systems that help organizations operate productively.
For situations when the threat is materialized, there are procedures to restrict the impact on internal business processes, as well as procedures of return and recovery. Business processes evolve constantly, which is why recovery strategies must evolve with the business.
Loss resiliency through minimization of regional natural catastrophe exposures, global scale and redundancy Adoption of world-class  standards Recognized best-practices for loss prevention, crisis management and business recovery Business Continuity Management Process GLOBALFOUNDRIES utilizes methodologies recommended by recognized standards and organizations. Further, an explanation is given with examples of how the employee's future role and responsibilities may interact with the organisation's busines continuity processes. By implementing the restacking requirements, however, the business unit's business continuity strategy was compromised.
These solutions help enable ongoing business operations and management when business teams cannot be physically together because of an unplanned business disruption. Navigators provide expert methodology for managing several types of plans, including: Business Process Recovery plans that are used to maintain and restore key business functions, or, the operations an organization needs to perform in order to stay in business.
While any interruption to revenue generation undeniably plays a major role in the need for business continuity, it is not the only factor that should be considered when analyzing the optimal business continuity approach. There are a variety of intangible costs that indirectly impact the bottom line, which all accelerate the growing demand for greater business resiliency.
Appropriate risk financing is a backstop to ensure we can implement necessary business plan continuity. This realization shows the high degree of direct impact that not having a business continuity strategy can have on a company's bottom line. This will ensure that employees' awareness of business continuity is maintained and enhanced. The only way this is attained is by asking the right questions to the right participants through a Business Impact Analysis (BIA).
Companies need to have a comprehensive Business Continuity program in place to ensure a timely and effective response to any adverse event. Arguably, the most important aspect in preparing any business continuity plan is validating the combined technology and business processes to ensure they work together seamlessly.
Therefore, it is imperative for organizations to not only have a disaster recovery plan in place for the aftermath, but to also implement a business continuity strategy to aid in the complete avoidance of these IT dangers all together.
Therefore, a successful business continuity plan delivers more than the ability to restore or recover data; it improves the company's financial performance by ensuring sustained workforce productivity and revenue generation. Solution The Living Disaster Recovery Planning System (LDRPS) from SunGard provides a centralized system for updating and maintaining Emergency Response, Disaster Recovery and Business Continuity plans. If weaknesses are exposed after testing and evaluation, it is imperative that the testers react quickly to implement necessary changes in prioritized fashion, through taking careful, calculated steps that consider both technology requirements and business needs. It delivers a well-focused, detailed picture of financial and operational vulnerabilities, impacts and recovery strategies. The power behind LDRPS is twofold: it guides planners with a smart built-in methodology while providing ample opportunity for users to customize their continuity programs to match their personal approach and preferences.

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