Archive for December, 2009

OpsCentre offers Recession Buster ‘Quick Start’ Business Continuity Planning

Thursday, December 31st, 2009

This program is ideal for the small to medium enterprise.  It is a fixed fee, fixed scope project that provides a complete solution in the fastest possible timeframe. It can usually be completed within a 1-2 week period.

We utilize our consulting experience and best-practice materials to adapt a business continuity strategy to suit your business.

We can offer these services for business continuity and also IT disaster recovery or pandemic planning.

More details in the service overview download section of our website. PDF’s available to download under Quick Start.

OpsCentre Consulting Service Overviews

What is the difference between disaster recovery and business continuity planning?

Tuesday, December 29th, 2009

Persons new to recovery planning often find it difficult to differentiate between Business Continuity and Disaster Recovery. In its simplest form, Business Continuity differs from Disaster Recovery in that its focus is on people and the continuation of business processes and objectives rather than the availability of IT systems and infrastructure.

Business Continuity Planning deals with taking pro-active measures to ensure continuity of business as well as plans to manage the response and recovery from a business interruption. The Business Continuity Plan would include a plan for the Command Team who will co-ordinate and oversee the response as well as sub-plans for the business units.

The IT Disaster Recovery Plan supports the recovery effort by detailing the IT system recovery priorities and time constraints, plans and strategies for recovery as well as detailed restoration procedures. The priorities and time constraints need to be driven from the business continuity requirements identified in the business impact analysis.

Of vital importance is getting Business Continuity Plans and IT Disaster Recovery Plans to dovetail in and work together to support one another in a recovery effort.

Need help integrating the pieces of the puzzle? Disaster Recovery and Business Continuity Consulting

Disaster Recovery – Backup and Recovery Optimization

Sunday, December 27th, 2009

Gartner and Sungard partnered to produce research regarding ways that backup and recovery can be optimised to reduce or contain costs.

The report contains some useful tips and considerations for IT Managers/Directors that are looking for ways to manage IT costs.

See the full free Gartner online research report here.

Business Continuity Software Benefits

Wednesday, December 23rd, 2009

Many organisations utilise software to create, support, maintain, distribute and test their Business Continuity Plans and ensure business survival in any emergency. Regardless of size, most companies can benefit greatly from the use of Business Continuity software and many options exist for its implementation and plan maintenance strategies. Some of the direct benefits that Business Continuity software can provide an organisation are as follows:

 • Conducting and automating the business impact analysis (BIA) process

• Applying relational database architectures to manage plan updates quickly and efficiently, keep documentation “alive” and synchronize it with interfacing applications (e.g. automatically updating plan emergency contact lists with employees’ latest contact information when the corporate employee database changes).

• Distributing Business Continuity Plans to each business unit for training, testing and other implementation events

• Providing document-format questionnaires to ensure thorough analysis and response planning.

• Prompt notification to employees of emergency actions to take, according to corporate protocol.

Business continuity software can provide for risk and business impact assessment tools, plan-building tools, databases and collaborative planning tools, emergency notification and incident management tools. A number of vendors offer integrated modules from which to choose. A company’s BCP project may require only one or all types, depending on its current level of BC maturity and the features and scope of its proposed plan. By using such tools, even first-timers can take advantage of the planning methodologies of experienced business continuity planners.

Business Continuity Software – SunGard releases Continuity Management Solution (MyCMS)

Tuesday, December 22nd, 2009

SunGard has recently released MyCMS (Continuity Management Solution) to provide single point of integration between the SunGard suite of Business Continuity Software tools such as LDRPS, BIA Professional and Risk Assessment.

Taking integration of these best of breed products to the next level will help organizations to truly harness the power of these applications and simplify the process of business continuity management.

Watch the a short video about this product here… Intro to MyCMS – Continuity Management Solution  

Read SunGard’s Press Release here

‘Tis the season to get a Pandemic Plan in place

Thursday, December 17th, 2009

If you didn’t add a Pandemic Plan section to your Business Continuity Plan last time around, now is a great time to get one in place, in the downtime between flu seasons.

Now that the Southern Hemisphere has weathered the flu season during the Swine Flu H1N1 pandemic of 2009 it seems like the worse is behind us, although many talk of a second wave of more virulent flu next year.

Either way, having some basic pandemic plans in place in your organization is prudent risk management and some of the counter-measures make sense for business-as-usual times as well to reduce spreading of any contagious illnesses and thus employee downtime year round.

One thing is for certain, pandemic planning will stay on the radar for risk and audit, to ensure that organizations are more pro-actively prepared for next time.

Influenza pandemics have occurred at irregular intervals throughout history with three occurrences within the last century: 1918 (‘Spanish flu’), 1957 (‘Asian’ flu) and 1968 (‘Hong Kong’ flu). The 1918/19 pandemic is estimated to have caused over 20 million deaths world-wide.

A key reason that Pandemic Planning stands out from normal Business Continuity Planning is rather than a single ‘trigger event’ like a disaster incident occurring and then invocation of your action plan, for a pandemic there is a staged ramp up. There should be several action plans in place for the organization, one for business as usual times, and further to be activated when key indicators are triggered in your organization, geographic area or by the Government altering their official ‘alert’ level.

Creating a pandemic plan for your organization doesn’t need to be a massive undertaking. Previous work you have done on business continuity can be leveraged, as can the previous work that OpsCentre has done in creating such plans for other clients.

Now that we all have the experience of how things progressed with the 2009 pandemic, we can use OpsCentre’s pandemic planning framework to create action plans that draw upon this experience and balance the realistic risk with level of response required.

Now is the time, when we aren’t all in the midst of a crisis to get those pandemic plans added to your business continuity management program.

 OpsCentre’s Pandemic Planning Services

Does your Business Continuity Plan rely on teleworking?

Friday, December 11th, 2009

CSO Online article highlights the results from a recent Telework Exchange research report, finding organization’s expect staff to work from home in a pandemic but do not provide adequate resources for them to be able to do this.

Full article at CSO Online

http://www.csoonline.com/article/510552/Lack_of_Telework_Preparedness_Puts_Business_Continuity_in_Danger_

The teleworking provisions in your Business Continuity Plans must be included as part of your test regime to ensure that this aspect of your plan will work as anticipated.

The Business Case for Business Continuity Management

Wednesday, December 9th, 2009

It is commonly the case that Business Continuity is on the agenda due to external regulatory or audit requirements and this provides sufficient impetus for a Business Continuity Implementation. With or without these external pressures, a business case for the cost of implementing and maintaining business continuity will need to be created.

Below are some benefits and justifications that can be examined when establishing a business case for implementing and maintaining a business continuity program:

  1. The cost of not doing anything. What is your organisation’s level of exposure to business interruption risks? These may include Hardware Failure, Human Error, Natural Disaster etc. Calculate the true cost of downtime should your business suffer an interruption and what the likely timeframe is for recovery in your present situation. Eg. Unproductive staff costs, loss of revenue, loss of critical data and equipment, damage to the organisation’s reputation and the opportunity for your competition to take market share.
  2. General organisational resilience due to being risk aware and implementing mitigating actions, leading to reduced downtime.
  3. The Business Impact Assessment (BIA) phase of a business continuity program can help to find areas of process inefficiency that can be addressed. 
  4. Cost savings that may be possible through server rationalization using virtualization technology.
  5. Reduced customer churn if they are subject to less service interruptions.
  6. Enhanced market position. It can give you an edge over your competition if you can provide assurances of continuity and service.
  7. Audit or regulatory compliance. Less exposure to compliance problems.
  8. Avoidance of penalties or fines for non-compliance with deadlines eg. Payroll within a certain timeframe according to an award or providing services to your customers within the terms of a Service Level Agreement.

It is also critical when developing a business case for implementing and maintaining a business continuity program to include the up-front costs of implementation eg. Consulting, internal staff time, establishment of IT systems as well as recurring costs such as leasing of recovery seats, software licenses and internal staff time for ongoing maintenance of the plans and conducting testing.

Business Impact Analysis

Thursday, December 3rd, 2009

A Business Impact Analysis (BIA) allows an organisation to identify the criticality of processes, interdependencies with other business units and third party suppliers, critical system requirements (e.g. systems and applications), vital files, network drives and hardware, describe manual work arounds and prioritise business functions during a recovery situation. The BIA forms the basis for the Business Continuity Plans.

A business impact analysis should take into account tangible financial impacts (opportunity cost, increased cost of working expenses, revenue reduction, uninsured asset replacement, capital value and financial viability) as well as intangible, non-financial impacts (reputation, brand and presence, legal and contractual liabilities, quality of product and services, stakeholder confidence and support, staff morale and well being, operational and management control and environmental damage).

A clear understanding of these impacts will help form the justification for the level of business continuity\IT disaster recovery investment required.

The business continuity plan is not just for major catastrophes

Tuesday, December 1st, 2009

Many organisations have business continuity plans designed to cater for major catastrophes but often don’t consider some of the less dramatic but more common causes of business interruption such as extended power or IT failures. Consider whether your BCP has the flexibility to respond to the wide variety of incidents that may occur.