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Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising. Clipping is a handy way to collect and organize the most important slides from a presentation. Recognizing that some services or products must be continuously delivered without interruption, there has been a shift from Business Resumption Planning to Business Continuity Planning. A business continuity plan enables critical services or products to be continually delivered to clients. September 11, 2001 demonstrated that although high impact, low probability events could occur, recovery is possible. Continuous Service Delivery Assurance (CSDA) is a commitment to continuous delivery of critical services that avoids immediate severe disruption to an organization. Continuous risk management lowers the risk of disruption and assesses the potential impacts of disruptions when they occur. Critical services or products are those that must be delivered to ensure survival, avoid causing injury, and meet legal or other obligations of an organization.
Plans, measures and arrangements to ensure the continuous delivery of critical services and products, which permits the organization to recover its facility, data and assets. Identification of necessary resources to support business continuity, including personnel, information, equipment, financial allocations, legal counsel, infrastructure protection and accommodations. Having a BCP enhances an organization's image with employees, shareholders and customers by demonstrating a proactive attitude. Creating and maintaining a BCP helps ensure that an institution has the resources and information needed to deal with these emergencies. A BCP contains a governance structure often in the form of a committee that will ensure senior management commitments and define senior management roles and responsibilities. The BCP senior management committee is responsible for the oversight, initiation, planning, approval, testing and audit of the BCP.
Security Officer works with the coordinator to ensure that all aspects of the BCP meet the security requirements of the organization. Chief Information Officer (CIO) cooperates closely with the BCP coordinator and IT specialists to plan for effective and harmonized continuity. Business unit representatives provide input, and assist in performing and analyzing the results of the business impact analysis. Once the critical services or products are identified, they must be prioritized based on minimum acceptable delivery levels and the maximum period of time the service can be down before severe damage to the organization results. The impact of a disruption to a critical service or business product determines how long the organization could function without the service or product, and how long clients would accept its unavailability. To determine the loss of revenue, it is necessary to determine which processes and functions that support service or product delivery are involved with the creation of revenue. If a business function or process is inoperable, how long would it take before additional expenses would start to add up?
Estimates are required to determine the approximate cost of the loss of consumer and investor confidence, damage to reputation, loss of competitiveness, reduced market share, and violation of laws and regulations. Since few organizations can afford to pay the full costs of a recovery; having insurance ensures that recovery is fully or partially financed.
Document the level of coverage of your institutional policy, and examine the policy for uninsured areas and non specified levels of coverage. When submitting a claim, or talking to an adjustor, clear communication and understanding is important. Once all relevant information has been collected and assembled, rankings for the critical business services or products can be produced. It is important to identify the internal and external dependencies of critical services or products, since service delivery relies on those dependencies. Internal dependencies include employee availability, corporate assets such as equipment, facilities, computer applications, data, tools, vehicles, and support services such as finance, human resources, security and information technology support. External dependencies include suppliers, any external corporate assets such as equipment, facilities, computer applications, data, tools, vehicles, and any external support services such as facility management, utilities, communications, transportation, finance institutions, insurance providers, government services, legal services, and health and safety service.
Another example would be an organization that relies on internal and external telecommunications to function effectively. Consider recovery arrangements the organization already has in place, and their continued applicability. Another example would be a company that uses paper forms to keep track of inventory until computers or servers are repaired, or electrical service is restored.
The risks and benefits of each possible option for the plan should be considered, keeping cost, flexibility and probable disruption scenarios in mind. Proper response to a crisis for the organization requires teams to lead and support recovery and response operations.


Command and Control Teams that include a Crisis Management Team, and a Response, Continuation or Recovery Management Team. The duties and responsibilities for each team must be defined, and include identifying the team members and authority structure, identifying the specific team tasks, member's roles and responsibilities, creation of contact lists and identifying possible alternate members. For the teams to function in spite of personnel loss or availability, it may be necessary to multitask teams and provide cross-team training. If an organization's main facility or Information Technology assets, networks and applications are lost, an alternate facility should be available.
Warm site is an alternate facility that is electronically prepared and almost completely equipped and furnished for operation. When considering the type of alternate facility, consider all factors, including threats and risks, maximum allowable downtime and cost.
After training, exercises should be developed and scheduled in order to achieve and maintain high levels of competence and readiness. ScopeIdentifies the departments or organizations involved, the geographical area, and the test conditions and presentation. Artificial aspects and assumptionsDefines which exercise aspects are artificial or assumed, such as background information, procedures to be followed, and equipment availability. Participant InstructionsExplains that the exercise provides an opportunity to test procedures before an actual disaster.
Exercise NarrativeGives participants the necessary background information, sets the environment and prepares participants for action. Communications for ParticipantsEnhanced realism can be achieved by giving participants access to emergency contact personnel who share in the exercise. Testing and Post-Exercise EvaluationThe exercise should be monitored impartially to determine whether objectives were achieved. Exercise complexity level can also be enhanced by focusing the exercise on one part of the BCP instead of involving the entire organization. Communications management is essential to control rumors, maintain contact with the media, emergency services and vendors, and assure employees, the public and other affected stakeholders. An Emergency Operations Center (EOC) can be used to manage operations in the event of a disruption. Ensure that all time-sensitive critical services or products are continuously delivered or not disrupted for longer than is permissible.
The goal of recovery and restoration operations is to, recover the facility or operation and maintain critical service or product delivery. In the event of a natural or man-made disaster, it is essential that your company is able to continue operating as seamlessly as possible. History of BizTech IT Services - In 2004, BizTech strengthened its Information Technology (IT) capabilities when it acquired Computer Works of Toledo. We now present ourselves as a  cohesive team that is strategically focused on serving your business. Hard-copy, digital and online reference for all information needed for recovery after a disaster.
DATAMARK steps in to process more than a million transportation documents, ensuring business continuity for an overnight courier. For more than 20 years, Fortune 500 companies and large enterprises have chosen DATAMARK as their trusted partner for business process solutions. DATMARK's Business Engineering team can re-think the way you do business by identifying problem areas and using Lean Six Sigma strategies to improve efficiency, productivity and service. Subscribe to Outsourcing Insights, our monthly email newsletter featuring the latest industry news, issues and trends. A Disaster Recovery Plan deals with recovering Information Technology (IT) assets after a disastrous interruption.
Instead of focusing on resuming a business after critical operations have ceased, or recovering after a disaster, a business continuity plan endeavors to ensure that critical operations continue to be available. Even though buildings were destroyed and blocks of Manhattan were affected, businesses and institutions with good continuity plans survived. A BCP includes both risk evaluation, management and control and effective plans, measures and arrangements for business continuity.
Business Continuity Planning is a proactive planning process that ensures critical services or products are delivered during a disruption. Additional benefits include improvement in overall organizational efficiency and identifying the relationship of assets and human and financial resources to critical services and deliverables. It also implements the BCP, coordinates activities, approves the BIA survey, oversees the creation of continuity plans and reviews the results of quality assurance activities.
Information can be obtained from the mission statement of the organization, and legal requirements for delivering specific services and products.


To determine the ranking of critical services, information is required to determine impact of a disruption to service delivery, loss of revenue, additional expenses and intangible losses.
It will be necessary to determine the time period that a service or product could be unavailable before severe impact is felt. Loss of image or reputation is especially important for public institutions as they are often perceived as having higher standards. It is important to use the BIA to help decide both what needs insurance coverage, and the corresponding level of coverage. Property insurance may not cover all perils (steam explosion, water damage, and damage from excessive ice and snow not removed by the owner).
Ensure that the adjustor understands the expected full recovery time when documenting losses. Ranking is based on the potential loss of revenue, time of recovery and severity of impact a disruption would cause.
These plans and arrangements detail the ways and means to ensure critical services and products are delivered at a minimum service levels within tolerable down times.
Moderating risk is an ongoing process, and should be performed even when the BCP is not activated. Communications failures can be minimized by using alternate communications networks, or installing redundant systems. For other institutions, such as large financial firms, any computer disruptions may be unacceptable, and an alternate site and data replication technology must be used.
For each critical service or product, choose the most realistic and effective options when creating the overall plan.
Team members should be selected from trained and experienced personnel who are knowledgeable about their responsibilities.
Proper equipment and furnishings must be installed before operations can begin, and a substantial time and effort is required to make a cold site fully operational.
While exercises are time and resource consuming, they are the best method for validating a plan.
It is important to include factors such as time, location, method of discovery and sequence of events, whether events are finished or still in progress, initial damage reports and any external conditions. Messages can also be passed to participants during an exercise to alter or create new conditions. Participants' performance, including attitude, decisiveness, command, coordination, communication, and control should be assessed.
Communications management requirements may necessitate building redundancies into communications systems and creating a communications plan to adequately address all requirements. Having a centralized EOC where information and resources can be coordinated, managed and documented helps ensure effective and efficient response.
It often means the difference between an unrecoverable loss of profit, and a timely rebound to productivity.
In November 2012, we decided it was time for our company to come together under one name…BizTech!
Would fines or penalties from breaches of legal responsibilities, agreements, or governmental regulations be an issue, and if so, what are the penalties? The burden of proof when making claims lies with the policyholder and requires valid and accurate documentation. For example, if an organization requires electricity for production, the risk of a short term power outage can be mitigated by installing stand-by generators. For example, if limited flooding occurs beside an organization's building, sand bagging may be used in response. Debriefing should be short, yet comprehensive, explaining what did and did not work, emphasizing successes and opportunities for improvement. A Business Continuity Plan is a tool that allows institutions to not only to moderate risk, but also continuously deliver products and services despite disruption. Minimize the possibility of overlooking a scenario, and to ensure coverage for all eventualities. If water rises to the first floor, work could be moved to another company building or higher in the same building.
If the flooding is severe, the relocation of critical parts of the business to another area until flooding subsides may be the best option. If clients cannot access certain services or products would they then to go to another provider, resulting in further loss of revenue?



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