Posts Tagged ‘Business Continuity’

Roundtable Event – Building Resilence in your organisation – Is it really possible?

Monday, November 29th, 2010

OpsCentre is hosting a roundtable event on the 7th of December, 2010. 

With today’s ever changing environment; with new technologies, environmental factors and new generation risks pose increasing threats to managers in an ever changing landscape of uncertainties. The question we pose is does resilience really exist within an organisation, and how can it be achieved

The discussion is relevant to Chief Executives, Chief Financial Officers, Managing Directors, Business Continuity Managers, Risk and Compliance Managers, and all senior executives looking to understand and identify “Building Resilience within an Organisation and whether it is actually possible” during 2010/11

More information and register to attend here

Business Continuity – Is your business ‘Recovery Ready’?

Wednesday, March 3rd, 2010

Do you know the answers to these questions for your organisation?

1. How would we continue to function in an extended building evacuation such as a power outage or flood in the basement?

2. Who are our most critical customers and how would we contact them?

3. What is our current IT Disaster Recovery capability? How long would it take to restore our most critical systems, applications and data?

4. Do we outsource critical business functions to third party organisations services? What if they were to fail.

5. Do our staff know how to get out of our building safely, where to go, and how do we account for them?

6. In the event of a disaster, would we need to implement manual workarounds to cater for reduced staff numbers, loss of IT systems, or denial of access to our building?

OpsCentre recommends undertaking a Readiness Assessment to identify where you are exposed and the possible impacts.  If you would like assistance with evaluating the health of your business continuity program, we would be happy to assist. Don’t forget we are offering a complimentary initial consultation from which you will receive an ‘actionable’ health check report.

Click here for more information about the OpsCentre complimentary consultation.

 

Recommended considerations for selecting an Alternate Recovery Site

Friday, February 26th, 2010

Do you need to select an alternate recovery site for your business continuity or IT disaster recovery?

In the event of a disaster, it is crucial that your organisation can transition as smoothly as possible into a recovery site and commence working on critical business processes as quickly as possible.  Ensuring that an appropriate alternate recovery site has been selected is key to this smooth transition.

OpsCentre has released a succinct 2 page guide to considerations for selecting the right recovery site.

The report covers aspect such as:

  1. Location of the recovery site
  2. A list of must-have pre-requisites that every recovery site should have
  3. Site Security
  4. Technical Infrastructure considerations
  5. Other site characteristics to be considered

Go HERE to request your copy of the COMPLIMENTARY, OBLIGATION-FREE Alternate Site Selection Report.

Business Resilience and Agility

Friday, February 19th, 2010

We are increasingly hearing about the word resilience. When speaking scientifically it refers the physical property of a material to ‘bounce back’ to its original position after deformation that does not broaden elastic limitations.

Irregular change is nothing new to modern enterprises: witness the colossal changes in technology and economies as well as social and environmental developments. We are living in a world which is constantly evolving, changing and expanding. Enterprises need to respond by bolstering their suppleness and agility. We are constantly witnessing modification as these groups create ‘virtual enterprises’ in which they share key process with other businesses, they construct   infrastructures which support expansion, and create environments that sustain varied lifestyles.

Agility is becoming increasingly important as is resilience. We witnessed large spread change on September the 11th as the world was catapulted into a ‘new normal’, one of indecision and unrest.  Resilient organizations bounced back within a short period whilst non- resilient struggled to re-establish, and rebuild.

Agility is an offensive strategy while resilience is defensive and refers to a means of recovery from unanticipated events.  Working in a variety of different industries I believe that resilient organizations are ones which have adopted it as an attitude. It is part of their corporate culture and the product of the persona of individuals in an organization. One cannot build a durable organization on the shoulders of those who don’t embrace it. If a leader has it as a character trait then followers will more than likely follow suit as they tend to adopt similar characteristics.

Resilience begins at home and has to be sustained over time. 

Have you though about the vulnerabilities and areas of weakness in your own business and how to improve your level of operational resilience to address them?

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

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.

Choosing a Business Continuity Recovery Site

Wednesday, November 25th, 2009

If an organization experiences a ‘denial of access’ or ‘loss of premises’ due to incidents such as extended power outage, flood or fire, an alternate location for critical business processes and staff needs to be established.

An Alternate Site is the premises to which a business unit may transfer its operations in the event of a business continuity incident. This is sometimes also known by the name Fallback Site or Recovery Site.

There are a number of different options that can be used as an Alternate Site depending on organization’s overall BCP strategy, recovery time frame requirements, budget etc. These are:

Commercial Recovery Site
In most capital cities there are organizations that provide both dedicated and shared recovery seats and some provide IT recovery infrastructure as well. Annual leasing fees are paid based on the number and type of seats required as well as for any IT equipment, storage of your IT equipment and other related services.  

Internal Property Assets
Sometimes organizations may have other property assets which have vacant, underutilized or lower priority business functions housed there. These could be designated as an Alternate Site  for a higher priority business function should the BCP need to be invoked. This is why it is important to have a clear prioritization of your business functions from the BIA as it will ensure lower priority business functions are vacated in the event of a significant business disruption to enable operations of a higher criticality to continue. It is also vital to have a displacement plan in place for the regular staff of the Alternate Site so everyone knows where they are going. Other considerations when planning how to use the displaced Alternate Site are transport, parking, seating, security access and IT requirements.

Telecommuting
Often staff are already geared up to telecommute and this does offer a low cost solution that suits many business functions. However there still needs to be a clear plan around which business functions are expected to telecommute and to ensure they have the resources such as IT equipment and remote access in order to do their jobs.

Vacant seats or displaced seats at a partner \third party organization
On some occasions there is a partner\third party organization that have capacity to house additional staff should the need arise. This may be a reciprocal arrangement. If an organization needs to rely on this type of arrangement it should be formalized and reviewed on a regular basis to ensure the seats are able to be made available should they be needed and to outline any commercial terms.

Commercial Serviced Offices
A commercial serviced office will certainly have the meeting room, seating and internet access required to get many people up and running initially. However, as this is a first-in first-served arrangement it is not recommended that this be relied upon as the sole recovery site for critical functions. If the serviced office is likely to be subject to increased demand from other organizations affected by the incident, you may not be able to get in as expected. It is still a useful contingency to have the contact details for some serviced offices both near the office and geographically separate as well.   Hotels are also another option as they will typically have a business centre and meeting rooms.

In all instances it is best practice to maintain geographic distance between your primary site and your Alternate Site(s) in case there is a widespread incident affecting the general area of your primary site, for example, a large power outage. If your Alternate Site is too close, it may be affected as well. 

Whichever type of Alternate Site is selected it is vital to include this as part of your regular Business Continuity and IT Disaster Recovery testing exercises to build staff familiarity and ensure that they can activate and function as you planned.

Is an outdated business continuity plan worse than none at all?

Friday, November 20th, 2009

This is a debatable point but possibly acting upon an outdated strategy will be time, money and energy misspent in recovering something that is incorrect or no longer needed.

Change is inevitable … A plan can easily get out of date as staff turnover, new business units are created or decommissioned,  IT systems are changed, removed or added, risks affecting the business change or the priorities of the business have changed.

Given the resources typically spent to get a BCP in place in the first instance, it makes good sense to undertake some regular maintenance to ensure it stays current. The longer this is put off, the greater the chance that the whole thing will need to be re-visited down the track.

Maintaining the BCP needn’t be hard but it has to be assigned as someone’s specific responsibility and priority.

Nominating a BCP Manager or Co-ordinator is the first step. It is their responsibility to maintain the overview of all of the planning documents and resources in the organization and to ensure they are kept up to date, even if they are delegating tasks to others.

Ensure the BCP Manager is empowered by Senior Management in this role, making sure the stakeholders that may need to be involved know this is an important task they will be asked to participate in.

Determine a frequency for updates that is realistic and achieveable and stick to it. Schedule out review dates ahead of time, put them in stakeholder’s diaries and schedule review meetings well in advance if necessary.

Include BCP and IT DR considerations in the ‘impact analysis’ for all new projects, not just IT but business projects as well. This may mean adding a section into the organisation’s Business Case and IT Change Request templates. New projects should be considered in the light of impact on existing strategies and business continuity provisions. New IT systems should have their IT Disaster Recovery provisions planned for within their business case and implementation projects if necessary so that the new systems are not left without sufficient coverage.

Not all organizations are able to invest in a full-time BCP Manager so instead the responsibility gets tacked on to someone’s existing role, with varying degrees of success.

Business Continuity Management

Business Continuity Testing Isn’t a Pass or Fail Exercise

Wednesday, November 18th, 2009

Business Continuity Plans (BCPs) need to be regularly tested and updated to ensure accuracy and effective recovery in the event of a disruption.

Testing (sometimes referred to as Exercising) shouldn’t be viewed as a Pass or Fail exercise as every test is an opportunity to find potential problems with your plan and to have an opportunity to rectify them.

We view testing as an opportunity to continually evolve not only the strategy and plan documents themselves but to build the competence of the key staff members involved. A regular BCP test will help to embed the skills required to effectively manage a business interruption.

Once you’ve mastered the basics of testing your business continuity plan, put your strategy to the test by seeing if it can hold up in a variety of circumstances. It also helps to engage the interest of the business continuity team members if the test scenarios are dynamic and evolving.

Some ideas on how to keep your testing fresh and continually improving are to try some different ‘incidents’ such as a catastrophic loss of premises, extended power failure resulting in denial of access to building or loss of significant staff due to a pandemic. 

Other ways to put your plan through its paces is to throw in a complication such as the unavailability or loss of a key recovery staff member Eg. The IT Recovery Co-ordinator or the Command Team Leader. Other complications could include, mobile phone telecommunications being unavailable.

A robust business continuity plan and the business continuity team should be able to respond to these challenges.

Most importantly, to ensure you are getting value out of your testing process, ensure someone is assigned the responsibility for noting down issues and action items for rectification arising from the test and for following up to make sure they are completed.