Happy New Year to one and all! 2020 is shaping up to be quite the year for me and I hope it is for you too.
I first have to apologize for not having been more diligent in writing and promoting my show on the VoiceAmerica Radio Network (‘Preparing for the Unexpected’), as I’ve just been so busy. But I decided I should get back to writing and posting here, even if it’s something short. So without further adieu, my first blog of 2020.
Lately, I’ve noticed that some of the talk about BCM / DR programs and their maintenance don’t seem to align. There is so much talk about ensuring programs are developed and that plans are in place and then validated through exercising/testing but then that only gets followed up with the comment; ‘These should be maintained’. And that’s it. I’ve noticed it in articles, blogs and when speaking to people. It’s as though there is something wrong with talking about how to maintain a program or there’s a lack of experience with developing the maintenance processes.
I’m not sure why the talk on this subject something trails off into other topics or why it tends to often be quickly references and then the topic moves in another direction. Are we not familiar with how this is supposed to be accomplished? Let’s face it, there is so much discussion about building programs and exercising plans and processes that maintaining it after the fact seems to fade away.
There might a couple of reasons for why the topic tends to fade away and only come back into the conversation after a disaster/crisis/operational interruption occurs.
- Quite often, contractors and consultants are hired to build programs – especially the RA, BIA, BCP development, tests etc., and when those are complete, they leave because the engagement is completed.
- When the high-priced consultants and contractors are gone, Executives begin to loose interest because the regular requests for support and status updates slow down or stop all together.
- When the contractors/consultants leave, the program is handed off to someone who doesn’t have the full breadth and knowledge of the program and are only assigned to it for 50% of their time. So it doesn’t get the focus it needs. So they don’t end up providing the updates required for Executives (#2 above) , which causes Exec’s to loose interest and it drops off their radar.
There’s lots of focus on the creation and validation of BCM/DR/Resilience programs but I think some more attention, research and methods to keep programs updated and maintained, needs to be done.
© StoneRoad 2020
A.Alex Fullick has over 21 years’ experience working in Business Continuity and is the author of numerous books, including “Watch Your Step”, “BIA: Building the Foundation for a Strong Business Continuity Program” and “Testing Disaster Recovery and Business Continuity Plans