FORNIRE LITALIA DALLESTERO. VOLUMI IMPORTATI 2003 14.4 BCM 21.5 BCM 3.4 BCM 20.7 BCM 60 BCM.
Implementing BCM Standards for Organizational ......Implementing BCM Standards for Organizational...
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Please ask questions throughout the presentation
To maximize value to the audience, the following presentation assumptions were made: The decision on whether or not to outsource is beyond the scope of the current
presentation. To the extent possible, generally recognized and accepted standards and guidelines are
leveraged. This strengthens support for identified BCP management recommendations. It also provides better support for those implementing BCP management programs in response to heightened regulatory expectations.
The speaker will be available after the presentation and welcomes any questions on the
above or any topics discussed during the presentations
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What are the market drivers paving the way for standards and certification? 1
What are the leading standards? 2
What is the value of certification? 3
How do I build a sustainable Continuity Program? 4
What are the benefits? 5
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Old BCP drivers and influences limited the reach of the continuity program
Departmental focus
Limited recovery scope
Disaster Recovery
Focus mostly on Applications, Systems, Infrastructure
People
Limited inclusion of process managers and leadership – focus mostly o tech based
resources
BCP in the Organization
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Customer
Distributor
Warehouse
Supplier
Subcontractor
Production
Headquarter
Organizations must position their program to reach further…
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Business drivers for an integrated approach to enterprise continuity management
Increased regulations Corporate strategy
Increased competitive pressures
New technologies
Increased reliance on external parties
Integrity driven performance expectations
Increased complexity due to globalization
Increased demand from stakeholders
Cooperation with other companies in the value chain
Transparency and accountability demands
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Business Continuity Program
Need to comply with Standards and Regulations
Focus on multitude of requirements
Look at other business commitments
Streamline planning, processes, and procedures
Reduce continuity costs, improve efficiency, effectiveness and confidence
Balance of continuity and performance objectives
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BCP Leadership must break-down organizational silos
Product portfolio and services
Reputation
Operational Risk and Performance
Supply Chain
Legal / Regulatory
Revenue
$
Corporate Governance Assets
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Enterprise Wide Reach
Strategic
• See BCP as a value driver
• The need for connection among BCP, Risk, and Compliance is understood and valued – although operational issues exist
• Exposure to substantial business impact through insufficient commitment to BCP management
Operational
• Manual processes are not meeting BCP requirements
• Most do not have real-time BCP capability
• Growing investment area, but light on cost and value measurement
• Investment shifting towards BCM Central Office and automation
Future Trends
• Significant improvements are expected in the areas of data accuracy (i.e. financial risk), quality of decision making, task redundancies, etc.
• Technology will be a critical BCP enabler
• Effective BCP can realize value in the areas of reputation and brand, employee retention and revenue
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Standards
Identification / Analysis
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ASIS SPC.1*
ASIS/BSI BCM.01-2010*
BSI 25999-2*
ISO 22301**
NFPA 1600:2010*
* Supported by PS-Prep
** PS-Prep supported anticipated
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Policy
Program Maintenance
Records
Business Impact Analysis
Risk Assessment
Business Continuity Strategies
Plan and Program Structure and Content
Incident and Crisis Management Structure and Procedures
Communication Strategy and Procedures
Business Continuity and Recovery
Training and Awareness
Areas to include in your program
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Standards Based BCP
How do We Build It?
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Supporting today’s organizations small and large
BCPManagement BCP
Management
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Include the entire organization and support from the
Board down
Leverage available knowledge and know−how learned through best practices
Incorporate national and international standards
Implement a Continuity Management System based on tools that help automate and govern the program
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Comparison of the BC Program and the Management System
Business Continuity Program
Facilitate the continued operation of critical company processes in the event of a business interruption.
Supporting objectives:
1. Identify the critical company processes 2. Put in place Enterprise response plans 3. Assist units in developing process level
procedures 4. Maintain the system 5. Enhance available technology
BCP Management System
The means by which an organization controls BCP through the management process.
Setting business strategy & objectives, incorporate organization structure, risk appetite, establish culture & values, developing internal policies and monitoring performance.
Supports “Continuous Improvement”
- i.e. Plan-Do-Check-Act cycle
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Continuous Improvement Process is…
VISIBILITY Dependencies, RTO’s, Plans, Accountability
VALUES
Adaptability, Transparency, Simplicity, Unity
EXECUTION Change management, Accelerated Delivery
collaboration
integration
acceptance
retrospective
goals
vision
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Result oriented BCP process based on certification stand
Gate 1
Gate 2
Gate 3
Phase 2 Phase 3 Phase 4 Phase 1 Gate 4
Phase 5
Pilot Rollout Develop BCP Management System
Initiation Build Roadmap
Governance and Continuous
Improvement
Planning and Preparation
BCP/BCMS Implementation
Pilot & Rollout Monitor, Operate, Improve
Gap Analysis
Formulate Steering Committee
Formulate Management team
Select Standard
Determine certification goals
Create BCP framework
Build roadmap
System development or off the shelf software selection
Ensure software can support certification, standard, and framework
Setup / Configure
Build BIA and planning templates
Establish policies
Management Review
Identify Pilot group
Test training process
Test the framework
BIA workshop
Planning workshop
Testing / validation
Gauge end user acceptance
Fine tune framework / materials
Management Review
End user training for contributors, auditors, and continuity coordinators / planners
Include awareness in training
Build up the training group size
Monitor BIA completion and plan development activities
Audit for certification Management review
Measure end user acceptance
Continue to integrate, coach, train, maintain, and support the framework
Utilize dashboards to monitor program advancement and buy-in
Management REview
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Strategic Benefits
Provide transparency for senior management Establishes a formal program for the management and mitigation of risk Establishes business continuity as a strategic goal of the organization
Change effectively plans, processes, company organization structures and other related objects. Find new areas in the organization, groups, and fields of application for your Program such as Vendor Management.
Secure your organization’s long term success (sustainability) with successfully introduced BC standards, best practices, and
management system.
Support Corporate Governance
Address operational risk and regulatory demand
Achieve durable competitive advantages for your business.
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“You don't discover new continents without having the courage to lose sight of old coasts.“ André Gide