Business Continuity Planning Process Diagram - Text VersionWhen business is disrupted, it can cost money. This information will be used to develop recovery strategies.Recovery StrategiesIf a facility is damaged, production machinery breaks down, a supplier fails to deliver or information technology is disrupted, business is impacted and the financial losses can begin to grow. Periodic review of the agreement is needed to determine if there is a change in the ability of each party to support the other.There are many vendors that support business continuity and information technology recovery strategies.
Business continuity impact analysis identifies the effects resulting from disruption of business functions and processes. The operational and financial impacts resulting from the loss of individual business functions and process.
The point in time when loss of a function or process would result in the identified business impacts. Following an incident that disrupts business operations, resources will be needed to carry out recovery strategies and to restore normal business operations. Over the last 10 years, business continuity planning has evolved by repositioning itself from its focus on disaster recovery and information technology.
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.
Business continuity plans (BCP) are no longer a luxury, but an essential element of an organisation's risk management programme.
The business continuity process must embrace risk, emergency and recovery planning to manage a crisis or disaster event and have any hope of survival. 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. The key to developing a business continuity culture is the ongoing commitment of executive management. 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.
It appears there has been little or no research undertaken on quantifying how much organisations are spending on business continuity. Therefore, recovery strategies for information technology should be developed so technology can be restored in time to meet the needs of the business. Recovery strategies are alternate means to restore business operations to a minimum acceptable level following a business disruption and are prioritized by the recovery time objectives (RTO) developed during the business impact analysis.Recovery strategies require resources including people, facilities, equipment, materials and information technology. External suppliers can provide a full business environment including office space and live data centers ready to be occupied.
The worksheet should be completed by business function and process managers with sufficient knowledge of the business. The Business Continuity Resource Requirements worksheet should be completed by business function and process managers. For many organisations, however, senior executives continue to ignore or defer the investment in business continuity believing a disaster would not strike their organisation. 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. 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. 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. 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.
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.


An analysis of the resources required to execute recovery strategies should be conducted to identify gaps. The availability and cost of these options can be affected when a regional disaster results in competition for these resources.There are multiple strategies for recovery of manufacturing operations.
Completed worksheets are used to determine the resource requirements for recovery strategies. However, too often organisations do not have a business continuity policy that broadly states the organisation's objectives for its survival. The benefit of this strategy is that business continuity will have a strong and continuous commitment from executive management.
The advantage with this approach is that IT departments historically have a good understanding of the need to have a business continuity plan.
Once all worksheets are completed, the worksheets can be tabulated to summarize:the operational and financial impacts resulting from the loss of individual business functions and processthe point in time when loss of a function or process would result in the identified business impactsThose functions or processes with the highest potential operational and financial impacts become priorities for restoration. Staff with in-depth knowledge of business functions and processes are in the best position to determine what will work. From the diagram, it can be seen that business continuity is one of the strategies the organisation employs to mitigate its risks. 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. Equipping converted space with furnishings, equipment, power, connectivity and other resources would be required to meet the needs of workers.Partnership or reciprocal agreements can be arranged with other businesses or organizations that can support each other in the event of a disaster.
Completed worksheets are used to determine the resource requirements for recovery strategies.Following an incident that disrupts business operations, resources will be needed to carry out recovery strategies and to restore normal business operations. Meetings with individual managers should be held to clarify information and obtain missing information.After all worksheets have been completed and validated, the priorities for restoration of business processes should be identified. The point in time when a function or process must be recovered, before unacceptable consequences could occur, is often referred to as the “Recovery Time Objective.”Resource Required to Support Recovery StrategiesRecovery of a critical or time-sensitive process requires resources.



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Comments

  1. 19.11.2014 at 13:23:32


    Types of emergencies could and bulk but you are splitting industries (such.

    Author: VIDOK
  2. 19.11.2014 at 18:51:14


    Preserve your loved ones under the radar??when society collapses, and rather, the.

    Author: Sen_Olarsan_nicat