As noted in Part 1, if you’re going to be merging all areas of the two companies and the acquired will be engulfed or swallowed up by the acquiring company, then BCM/DR has a very large workload ahead of itself. In some regards, it’ll be like starting over but you’ll know half the BCM need already. Continue reading
When you’re building a BCM / DR program, there are allot of decisions to be made along the way. Some come from results of a BIA or other information gathering session and some have to be made through feedback received from the sponsor based on a potential roadblock encountered. Regardless, decisions get made and when they do, you – as the BCM / DR practitioner – should document these decisions. Continue reading
Hello StoneRoad followers,
We’re thrilled to let you know that two books by our founder, A.Alex Fullick are now back in stock on Amazon. It was enough to know they’ve sold out a couple of times and now we’re happy they are back and available once more…hopefully no more “Temporarily out of stock” messages for awhile.
1) Business Impact Analysis – Building the Foundation for a Strong Business Continuity Program
2) Testing Disaster Recovery and Business Continuity Plans: How to Plan and Execute Successful Tests
Well done boss!
The StoneRoad Team (c) 2015 Stone Road Inc
Often, when an organization initiates its Business Continuity Management (BCM) / Disaster Recovery (DR) program, it a pretty manual process: documents, power points and spreadsheets abound. They look good and they serve a purposes but when the program needs to mature and grow, the manual maintenance and monitoring processes just can’t keep up properly. Suddenly, the person responsible – use is usually only assigned to BCM/DR part time – can’t keep up and things begin to fall apart. It’s time for some help to automate the BCM process to keep it current and maintainable (not just the plans being maintained). Continue reading
If you’ve been working in the Business Continuity Management (BCM) or Disaster Recovery Planning (DRP) industry for some time you’ve probably been through a Business Impact Analysis (BIA) project; either from the very first initiation or through a maintenance phase. And if you’re honest with yourself, it probably didn’t go as well as you would have liked. Continue reading
All organizations with a Business Continuity Management (BCM) or Disaster Recovery (DR) program always strive to have their Business Continuity Plans (BCP) / Disaster Recovery Plans (DRP) in a state they can use: in a state they believe will cover them in any and all situations. They want their plans to at least cover the basic minimum so that they can be responsive to any situation. But if an organization takes its program – and related plans – seriously, then these plans are never fully complete.
For a plan to be truly viable and robust, it must be able to address as many possible situations as possible while at the same time must have the flexible enough to adapt to any potential unknown situations. If it’s ‘carved in stone’ it makes a bit tough to adapt the plan to the situation (the situation won’t adapt to your plan).
This flexibility – and it’s maintenance (which keeps the plan alive) – includes incorporating lessons learned captured from news headlines and then incorporating the potential new activities or considerations that may not be in the current BCM / DRP plan. These plans aren’t quick fixes or static responses to disasters; they are ‘living and breathing’ documents that need new information to grow and become robust. This is why they should never be considered as complete; as the organization grows and changes – and the circumstances surrounding the organization changes – so to must the BCM and DRP plans.
It’s like trying to pin a cloud to the sky; it can’t be done. A BCP / DRP plan can’t stand still; it must be flexible, adaptable and continue to grow.
Risk profiles and risk triggers will continue to change as the organization develops and implements its strategic and tactical goals and objectives – the BCM program and plans must be able to follow along to assist in ensuring the organization can respond to a situation that might take them off their strategic path. A good plan or program is not a destination, it’s really a desired state of being where plans and processes are nurtured to grow and expand – it’s not a plateau you reach and then stop.
So if you want the best BCP / DRP plans to address as many situations and scenarios as possible when your organization is hit by a disaster, understand that to ensure they do just that, don’t ever consider the plans complete. Think of them as an entity that needs to grow and needs attention, otherwise when you need your plans, they won’t be able to help you because they’d reflect contingencies and strategies that represent the company when the plan was first developed – which could be years earlier.
© StoneRoad 2014
A.Alex Fullick has over 17 years experience working in Business Continuity and is the author of numerous books, including “Heads in the Sand” and “BIA: Building the Foundation for a Strong Business Continuity Program.”
A.Alex Fullick, MBCI, CBCP, CBRA, v3ITIL | Director, Stone Road Inc. | 1-416-830-4632 | firstname.lastname@example.org
“Failure isn’t about falling down, failure is staying down…” – Marillion