AGENDA Documents...exercises •Top down BC approach •Employees managing incidents 17 18 Why...
Transcript of AGENDA Documents...exercises •Top down BC approach •Employees managing incidents 17 18 Why...
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AGENDA
Introduction
Complying with the Disaster Management Act of 57 of 2002.
Strategy and the BC Culture
Resiliency then Elasticity for Services
The need for a National BC Forum
Conclusion
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Introduction
Executives and committees of and Government, Departments, Entities and SOE’s, should
understand and implement business continuity and resiliency concepts in relation to their service delivery process and the NDP
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The Disaster Management Act No. 57 of 2002.
• Obligatory to understand and support the national disaster management centre if a national department or entity, or provincial government.
• Mitigating strategies for disasters should be recorded in three areas:
– National
– Provincial
– Municipal
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Q7: What systems are relevant to your organisation?
• Answered: 8 Skipped: 1
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Q8: Your strategy and annual performance plans
• Answered: 7 Skipped: 2
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Q9: Evaluate the following statements with regards to Human Capital
• Answered: 8 Skipped: 1
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Q10: Consider these disasterous events, and choose the best fit
• Answered: 8 Skipped: 1
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Q11: Evaluate the following statements.
• Answered: 8 Skipped: 1
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Q12: Evaluate the following statements about BC Management.
• Answered: 8 Skipped: 1
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Q15: Evaluate the following statements concerning BC
Maintenance • Answered: 8 Skipped: 1
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H Continuity Culture
Sustainability
Strategy Impact
Tactics Organisational
Outcomes
OperationsOperational Outcomes
Process Outputs
Strategic Pyramid
Board / Shareholders
EXCO
MANCO
Supervisory management
Annual Report and Financial
Statements
Investment
Service Delivery
Service Levels
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Three Strategic Alignment Concerns
• Goals
• Objectives
• Risk Register
– Risks identified in the environmental scan
– Mitigating strategies
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BC Culture Indicators
• BC moving from a risk register to Strategy
• BC on the executive meeting Agenda
• Executives participating actively in BC exercises
• Top down BC approach
• Employees managing incidents
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Why redundancy fails
• The earlier industrial methods of introducing redundant systems (standby) was to enable ongoing operations.
• This worked well in factories but failed in the technological space where millisecond switchover counts.
• Data transportation can no longer rely on one machine in standby mode, data transportation networks require a meshed network where there is always a plan A, B, C, D and more for continuous operation.
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Continuity and Resilience (Adapted from Lance, Gunderson, & Holling,
2002)
g) Evaluation c) Implementation /
Projects
h)
En
erg
y
d)
Pro
acti
ve
a)
Ris
ks
Iden
tifi
ed
f) R
eacti
ve
a) Mitigating Strategy /
Planning e) Incident or Disaster
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The Four BC planes
People Facilities
Process Technology
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BC Exercises
• Executive involvement
• Should be done in various ways
• Live or desktop scenarios.
• Live scenarios would include staff, committees or even stakeholders.
• Desktop exercises as a strategic and risk game.
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BC Matters to be addressed
• Continuity Programmes only for the Primary Functions; • Resiliency for services to the Public ignored; • Supply Chain BC Plans rarely reviewed or required ; • Basic services to the public not the first priority; • Business Impact Analysis becoming a once-off activity; • Impactful Risk mitigation, leading to resiliency and
maturity, not being visible in Corporate strategies; • Service providers exorbitant costs (BC and DR Sites); • Business and process design not for resiliency; • Skills deficiencies to implement continuity solutions; • The institutional ignorance of Cybercrime; and, • Employee awareness of BC Management.
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A BC Forum for Integrated DR Solutions
• A new dimension for Public Sector BC practitioners.
• BC information sharing forum for the public sector, national, provincial and municipal
• Leads to innovative cost saving solutions
• Solve disaster recovery problems within the public sector
• Will result in less external consultation
• Assured service delivery to the citizens of our country.
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.
National Government Departments
Provincial Governments Local
Government
State Owned Entities Constitutional Imperatives
BCM
BIA
RTO
RA
BCM
BIA
RTO
RA
BCM
BIA
RTO
RA
BCM
BIA
RTO
RA
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A National BC Forum Committee
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Chair / Vice Chairperson &
Secretary
Risk Forum Representative
SOE representative
COGTA representative
SITA Representative
AG representative Treasury
Representative
2 National Department
Representatives
2 Provincial representatives
2 Municipal representatives
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National Government
Provincial Government
Local Government
State Owned Entities
Private Sector (?)
Government Continuity
BCM
BIA
RTO
RA
BCM
BIA
RTO
RA
BCM
BIA
RTO
RA
BCM
BIA
RTO
RA
BCM
BIA
RTO
RA
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Future Government DR Spaces
• An integrated DR system.
• In-sourcing models for BC and DR.
• A dedicated Data Cloud for Government.
• Dedicated disaster recovery centres.
• Each large state building housing at least 50 DR seats.
• The resilience of the state.
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Conclusion
Although the Public sector has not reached relevant maturity levels in Business Continuity, it does have the potential to lead BC in South
Africa, setting up resilient structures, to withstand both man-made and natural
disasters.
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