introduction to business continuity planning
TRANSCRIPT
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Midland & District Business Women’s Association“Introduction to Business Continuity Planning”February 18, 2015
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Christopher Horne
Member Business Continuity Institute(MBCI) Business Continuity Institute (BCI)
Certified Business Continuity Professional(CBCP) Disaster Recovery Institute (DRI)
Certified in Risk and Information Systems Control(CRISC) Information Systems Audit & Control Association
Certified Information Systems Security Professional(CISSP) The International Information Systems Security Certification Consortium, Inc.(ISC)2
• Have worked full time on business continuity since 2003
• Previous experience includes working in the retail, banking, energy and financial services industries
• President BCI Canada Chapter
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What is the Business Continuity Institute (BCI)?
A global membership and certifying organization for business continuity professionals
Over 8,000 members in more than 120 countries working in an estimated 3,000 organizations in private, public and third sectors
We stand for excellence in the business continuity profession
Our Statutory grades provide unequivocal assurance of technical and professional competency
BCI Chapters have been established in countries or regions where there is a large community of BCI members. The Chapters have locally elected officers who represent the BCI in their region.
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Business Continuity Planning
The process of developing prior arrangements and procedures that enable an organization to respond to an event in such a manner that critical business functions can continue within planned levels of disruption. The end result of the planning process is the BC Plan.
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Why Plan?
Research tells us that the leading reason for small and medium businesses not having business continuity arrangements is that they feel they can deal with the incident as and when it happens.
Cost is also a factor.
New evidence suggests that there is an increasing number of smaller and medium sized businesses who do have business continuity arrangements in place.
The capability of any business to manage incidents is expected by customers, by employees and by all interested parties regardless of it’s nature, complexity and size.
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Fires Black Outs & Power Outages Terrorism
Suspicious Packages Bomb Threats Disgruntled Employee or Customer
Environmental Incidents & Accidents First Aid
Examples of Potential Threats & Incidents Natural Disasters
Hurricanes Floods
Severe Storms Tornadoes
Earthquakes Infectious Diseases
Man-Made Events
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Business Continuity Planning Components
Life Safety
Emergency Response
Command
Incident Management
Products & Services
Business Recovery
Technology
DR / Service Continuity
Actions to be taken: (a) in response to a disaster, warning or alert in order to minimize or contain negative effects; (b) towards preserving lives and providing basic services following the immediate aftermath of a disaster and continuing for as long as an emergency situation prevails.
Plan of action for use at the time of an incident encompasses the key personnel, resources, services and actions needed to implement the corporate incident management process. The Incident Management Team oversees the Company’s recovery and directs Corporate Support Teams to initiate required recovery procedures.
In this area, plans address the steps required to support the continuation or resumption of business activities within an acceptable timeframe during or following a disruption.
Planning required to recover and restore technological infrastructure and capabilities after a serious interruption, as well as the activities associated with the continuing availability and restoration of the IT infrastructure -including systems, data, communications and system-related hardware - required to support critical business functions.
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For those smaller and medium sized businesses who may not have a comprehensive business continuity management program in place, having simple procedures in place to manage a disruption is a significant factor in protecting a business from operational, financial and reputational damage.
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Planning Scenarios and Strategies
Cross Training
Procedures
Remote Access
Workforce“Employees”
PandemicLoss of Key Staff
Commuting Impacts
Work Area Recovery
Remote Access
Sites“Workplace”
Inaccessible / UnusableDamaged / Destroyed
System and Application Recovery
Backups
Technology“Data Centres & Workstations”
System(s) Outage(s)Damaged / Destroyed
Human Error
Ask about their plans
90/10 rule
Alternative Sources
Supply Chain“Vendors”
OutagesService Delays
Bankruptcy
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• Identify what parts of your business are most vulnerable to disruption
• Understand the risks and evaluate threats to your business• Decide what will be dealt with as part of day to day business and
what incidents constitute a crisis • Plan what action will be taken by whom and when
Incidents Before During After
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• Get the right people together• Take immediate action to protect your people, premises, assets,
and reputation • Assess the impact on the business, gather all necessary information
and agree actions• Communicate with all interested parties• Record your actions
Incidents Before During After
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• Review how the incident was managed• Learn lessons• Improve plans• Practice response
Incidents Before During After
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The BCI Good Practice Guidelines
A Guide to Global Good Practice in Business Continuity• The most comprehensive and independent
view of current thinking in Business Continuity (BC)
• Written by BC professionals for BC professionals
• Body of knowledge for Business Continuity• Used in training and examining individuals and
organizations• Aligned to ISO 22301• Reference material for Academic institutions
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BCI Member Resources
• Research• Continuity Magazine• White papers • Annual Reports• Surveys• Webinars• Executive Forum• Publications/Journals• Communications
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BCI Members Site:https://members.thebci.org
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Government of Canada Online Resources
Business Continuity Planning Resources and Checklistswww.phac-aspc.gc.ca/influenza/bcp-eng.php
Get Prepared – Emergency Planning :www.getprepared.gc.ca
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Questions
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BCI Canada Chapter
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Office: 416-643-5974 Cell: 647-449-4685
Christopher Horne