Business Continuity Plan https store theartofservice comthebusinesscontinuityplantoolkit html

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Business continuity planning 1 Business continuity planning https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning 1 A business continuity plan is a roadmap for continuing operations under adverse conditions such as a storm or a crime https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning 1 Any event that could impact operations is included, such as supply chain interruption, loss of or damage to critical infrastructure (major machinery or computing/network resource). As such, risk management must be incorporated as part of BCP. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning 1 In December 2006, the British Standards Institution (BSI) released an independent standard for BCP — BS 25999 -1. Prior to the introduction of BS 25999, BCP professionals relied on information security standard BS 7799, which only peripherally addressed BCP to improve an organization's information security procedures. BS 25999's applicability extends to all organizations. In 2007, the BSI published BS 25999 -2 "Specification for Business Continuity Management", which specifies requirements for implementing, operating and improving a documented business continuity management system (BCMS). https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning Business continuity management is standardised across the UK by British Standards (BS) through BS 25999 -2: 2007 and BS 25999 -1: 2006. BS 259992: 2007 business continuity management is the British Standard for business continuity management across all organizations. This includes industry and its sectors. The standard provides a best practice framework to minimize disruption during unexpected events that could bring business to a standstill. The document gives you a practical plan to deal with most eventualities – from extreme weather conditions to terrorism, IT system failure and staff sickness. (British Standards Institution, 2006) 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning This document was superseded in November 2012 by the British standard BS ISO 22301: 2012. (British Standards Institution, 2012) 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning 1 In 2004, following crises in the preceding years, the UK government passed the Civil Contingencies Act 2004 (The Act). This provides the legislation for civil protection in the UK. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning 1 The Act was separated into two distinct parts: Part 1 focuses on local arrangements for civil protection, establishing a statutory framework of roles and responsibilities for local responders. Part 2 focused on emergency powers, establishing a modern framework for the use of special legislative measures that might be necessary to deal with the effects of the most serious emergencies. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning 1 The Act is telling responders and planners that businesses need to have continuity planning measures in place in order to survive and continue to thrive whilst working towards keeping the incident as minimal as possible. (Cabinet Office, 2004) https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Business impact analysis (BIA) A Business impact analysis (BIA) differentiates critical (urgent) and non-critical (non-urgent) organization functions/activities. Critical functions are those whose disruption is regarded as unacceptable. Perceptions of acceptability are affected by the cost of recovery solutions. A function may also be considered critical if dictated by law. For each critical (in scope) function, two values are then assigned: 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Business impact analysis (BIA) 1 Recovery Time Objective (RTO) – the acceptable amount of time to restore the function https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Business impact analysis (BIA) 1 The recovery point objective must ensure that the maximum tolerable data loss for each activity is not exceeded. The Recovery Time Objective must ensure that the Maximum Tolerable Period of Disruption (MTPo. D) for each activity is not exceeded. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Business impact analysis (BIA) Next, the impact analysis results in the recovery requirements for each critical function. Recovery requirements consist of the following information: 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Business impact analysis (BIA) The business requirements for recovery of the critical function, and/or 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Business impact analysis (BIA) The technical requirements for recovery of the critical function 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Threat and risk analysis (TRA) 1 After defining recovery requirements, each potential threat may require unique recovery steps. Common threats include: https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Threat and risk analysis (TRA) The impact of an epidemic can be regarded as purely human, and may be alleviated with technical and business solutions. However, if people behind these plans are affected by the disease, then the process can stumble. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Threat and risk analysis (TRA) 1 During the 2002– 2003 SARS outbreak, some organizations grouped staff into separate teams, and rotated the teams between primary and secondary work sites, with a rotation frequency equal to the incubation period of the disease. The organizations also banned face-to-face intergroup contact during business and non-business hours. The split increased resiliency against the threat of quarantine measures if one person in a team was exposed to the disease. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Impact scenarios After defining threats, impact scenarios form the basis of the business recovery plan. In general, planning for the most wide-reaching impact is preferable. A typical impact scenario such as "building loss" encompasses most critical business functions. A BCP may document scenarios for each building. More localized impact scenarios – for example loss of a specific floor in a building – may also be documented. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Recovery requirement 1 After the analysis phase, business and technical recovery requirements precede the solutions phase. Asset inventories allow for quick identification of deployable resources. For an office-based, ITintensive business, the plan requirements may cover desks, human resources, applications, data, manual workarounds, computers and peripherals. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Recovery requirement 1 Other business environments, such as production, distribution, warehousing etc. will need to cover these elements, but likely have additional issues. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Solution design 1 The solution design phase identifies the most cost-effective disaster recovery solution that meets two main requirements from the impact analysis stage. For IT purposes, this is commonly expressed as the minimum application and data requirements and the time in which the minimum application and application data must be available. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Solution design 1 Outside the IT domain, preservation of hard copy information, such as contracts, skilled staff or restoration of embedded technology in a process plant must be considered. This phase overlaps with disaster recovery planning methodology. The solution phase determines: https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Solution design 1 crisis management command structure https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Solution design telecommunication architecture between primary and secondary work sites 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Solution design 1 applications and data required at the secondary work site, and https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Solution design 1 physical data requirements at the secondary work site. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Implementation 1 The implementation phase involves policy changes, material acquisitions, staffing and testing. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Testing and organizational acceptance The purpose of testing is to achieve organizational acceptance that the solution satisfies the recovery requirements. Plans may fail to meet expectations due to insufficient or inaccurate recovery requirements, solution design flaws or solution implementation errors. Testing may include: 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Testing and organizational acceptance 1 Crisis command team call-out testing https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Testing and organizational acceptance At minimum, testing is conducted on a biannual schedule. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Testing and organizational acceptance 1 The 2008 book Exercising for Excellence, published by The British Standards Institution identified three types of exercises that can be employed when testing business continuity plans. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Tabletop exercises typically involve a small number of people and concentrates on a specific aspect of a BCP. They can easily accommodate complete teams from a specific area of a business. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Tabletop exercises Another form involves a single representative from each of several teams. Typically, participants work through simple scenario and then discuss specific aspects of the plan. For example, a fire is discovered out of working hours. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Tabletop exercises 1 The exercise consumes only a few hours and is often split into two or three sessions, each concentrating on a different theme. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Medium exercises A medium exercise is conducted within a "Virtual World" and brings together several departments, teams or disciplines. It typically concentrates on multiple BCP aspects, prompting interaction between teams. The scope of a medium exercise can range from a few teams from one organisation co-located in one building to multiple teams operating across dispersed locations. The environment needs to be as realistic as practicable and team sizes should reflect a realistic situation. Realism may extend to simulated news broadcasts and websites. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Medium exercises 1 A medium exercise typically lasts a few hours, though they can extend over several days. They typically involve a "Scenario Cell" that adds pre-scripted "surprises" throughout the exercise. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Complex exercises 1 A complex exercise aims to have as few boundaries as possible. It incorporates all the aspects of a medium exercise. The exercise remains within a virtual world, but maximum realism is essential. This might include no-notice activation, actual evacuation and actual invocation of a disaster recovery site. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Complex exercises 1 While start and stop times are pre-agreed, the actual duration might be unknown if events are allowed to run their course. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Maintenance 1 Biannual or annual maintenance cycle maintenance of a BCP manual is broken down into three periodic activities. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Maintenance 1 Confirmation of information in the manual, roll out to staff for awareness and specific training for critical individuals. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Maintenance 1 Testing and verification of technical solutions established for recovery operations. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Maintenance 1 Testing and verification of organization recovery procedures. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Maintenance 1 Issues found during the testing phase often must be reintroduced to the analysis phase. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Information/targets The BCP manual must evolve with the organization. Activating the call tree verifies the notification plan's efficiency as well as contact data accuracy. Types of changes that should be identified and updated in the manual include: 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Information/targets 1 Organization structure changes https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Information/targets 1 Communication and transportation infrastructure such as roads and bridges https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Technical Specialized technical resources must be maintained. Checks include: 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Technical 1 Application security and service patch distribution https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Testing and verification of recovery procedures 1 As work processes change, previous recovery procedures may no longer be suitable. Checks include: https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Testing and verification of recovery procedures 1 Are all work processes for critical functions documented? https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Testing and verification of recovery procedures 1 Have the systems used for critical functions changed? https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Testing and verification of recovery procedures 1 Are the documented work checklists meaningful and accurate? https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Testing and verification of recovery procedures 1 Do the documented work process recovery tasks and supporting disaster recovery infrastructure allow staff to recover within the predetermined recovery time objective? https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Notes 1 Jump up ^ Elliot, D. ; Swartz, E. ; Herbane, B. (1999) Just waiting for the next big bang: business continuity planning in the UK finance sector. Journal of Applied Management Studies, Vol. 8, No, pp. 43– 60. Here: p. 48. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Notes 1 Jump up ^ Intrieri, Charles (10 September 2013). "Business Continuity Planning". Flevy. Retrieved 29 September 2013. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Notes Jump up ^ British Standards Institution (2006). Business continuity management. Part 1: Code of practice : London 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Notes 1 Jump up ^ British Standards Institution (2012). Societal security – Business continuity management Systems – Requirements: London https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Notes Jump up ^ Cabinet Office. (2004). overview of the Act. In: Civil Contingencies Secretariat Civil Contingencies Act 2004: a short. London: Civil Contingencies Secretariat 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Bibliography Business Continuity Planning, FEMA, Retrieved: June 16, 2012 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Bibliography 1 Continuity of Operations Planning (no date). U. S. Department of Homeland Security. Retrieved July 26, 2006. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Bibliography 1 Purpose of Standard Checklist Criteria For Business Recovery (no date). Federal Emergency Management Agency. Retrieved July 26, 2006. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Bibliography NFPA 1600 Standard on Disaster/Emergency Management and Business Continuity Programs — PDF (2010). National Fire Protection Association. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Bibliography 1 United States General Accounting Office Y 2 k BCP Guide (August 1998). United States Government Accountability Office. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - International Organization for Standardization 1 ISO/IEC 27001: 2005 (formerly BS 7799 -2: 2002) Information Security Management System https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - International Organization for Standardization 1 ISO/IEC 27002: 2005 (renumerated ISO 17999: 2005) Information Security Management – Code of Practice https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - International Organization for Standardization ISO/IEC 27031: 2011 Information technology - Security techniques Guidelines for information and communication technology readiness for business continuity 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - International Organization for Standardization 1 ISO/PAS 22399: 2007 Guideline for incident preparedness and operational continuity management https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - International Organization for Standardization 1 ISO/IEC 24762: 2008 Guidelines for information and communications technology disaster recovery services https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - International Organization for Standardization 1 ISO 22301: 2012 Societal security - Business continuity management systems - Requirements https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - International Organization for Standardization 1 ISO 22313: 2012 Societal security - Business continuity management systems - Guidance https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - British Standards Institution BS 25999 -1: 2006 Business Continuity Management Part 1: Code of practice 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Others "A Guide to Business Continuity Planning" by James C. Barnes 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Others 1 "Business Continuity Planning", A Step-by. Step Guide with Planning Forms on CDROM by Kenneth L Fulmer https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Others 1 "Business Continuity Plan Design, 8 Steps for Getting Started Designing a Plan" By Richard Kepenach https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Others "Disaster Survival Planning: A Practical Guide for Businesses" by Judy Bell 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Others 1 Harney, J. (2004). Business continuity and disaster recovery: Back up or shut down. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Others 1 Dimattia, S. (November 15, 2001). Planning for Continuity. Library Journal, 32– 34. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Business continuity planning - Others 1 Exercising for Excellence (Delivering successful business continuity management exercises) by Crisis Solutions https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Crisis management - Business continuity planning When a crisis will undoubtedly cause a significant disruption to an organisation, a business continuity plan can help minimize the disruption 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Crisis management - Business continuity planning Each critical function and or/process must have its own contingency plan in the event that one of the functions/processes ceases or fails, then the business/organisation is more resilient, which in itself provides a mechanism to lessen the possibility of having to invoke recovery plans (Osborne, 2007). Testing these contingency plans by rehearsing the required actions in a simulation will allow those involved to become more acutely aware of the possibility of a crisis. As a result, and in the event of an actual crisis, the team members will act more quickly and effectively. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Crisis management - Business continuity planning A note of caution when planning training scenarios, all too often simulations can lack ingenuity, an appropriate level of realism and as a consequence potentially lose their training value. This part can be improved by employing external exercise designers who are not part of the organisational culture and are able to test an organisations response to crisis, in order to bring about a crisis of confidence for those who manage vital systems (Borodzicz, Edward P. (2005). Risk, Crisis Security Management). 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Crisis management - Business continuity planning Following a simulation exercise, a thorough and systematic debriefing must be conducted as a key component of any crisis simulation. The purpose of this is to create a link and draw lessons from the reality of the simulated representation and the reality of the real world. (Borodzicz, 2005). 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Crisis management - Business continuity planning 1 The whole process relating to business continuity planning should be periodically reviewed to identify any number of changes that may invalidate the current plan. (Osborne, 2007). https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Facility management - Business continuity planning All organisations should have in place a continuity plan so that in the event of a fire or major failure the business can recover quickly. In large organisations it may be that the staff move to another site that has been set up to model the existing operation. The facilities management department would be one of the key players should it be necessary to move the business to a recovery site. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Disaster recovery plan - Relationship to the Business Continuity Plan 1 The Institute further states that a Business Continuity Plan (BCP) consists of the five component plans: [http: //www. sans. org/reading_room/ whitepapers/recovery/disaster-recoveryplan_1164 The Disaster Recovery Plan. ] Chad Bahan https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Disaster recovery plan - Relationship to the Business Continuity Plan 1 * Business Resumption Plan https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Disaster recovery plan - Relationship to the Business Continuity Plan * Continuity of Operations Plan 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Disaster recovery plan - Relationship to the Business Continuity Plan 1 The Institute states that the first three plans (Business Resumption, Occupant Emergency, and Continuity of Operations Plans) do not deal with the IT infrastructure. They further state that the Incident Management Plan (IMP) does deal with the IT infrastructure, but since it establishes structure and procedures to address cyber attacks against an organization’s IT systems, it generally does not represent an agent for activating the Disaster Recovery Plan, leaving The Disaster Recovery Plan as the only BCP component of interest to IT. https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Disaster recovery plan - Relationship to the Business Continuity Plan The Disaster Recovery Institute International states that disaster recovery is the area of business continuity that deals with technology recovery as opposed to the recovery of business operations. Disaster Recovery Institute International. Course BCLE 2000. Participant Guide: Professional Practice 6. Page 17. 2012. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Facilities management - Business continuity planning All organizations should have in place a continuity plan so that in the event of a fire or major failure the business can recover quickly. In large organizations it may be that the staff move to another site that has been set up to model the existing operation. The facilities management department would be one of the key players should it be necessary to move the business to a recovery site. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

Emergency procedure - Business Continuity Planning Business continuity planning may also feed off of the emergency procedures, enabling an organization to identify points of vulnerability and minimise the risk to the business by preparing backup plans and improving resilience. The act of producing the procedures may also highlight failings in current arrangements that if corrected, could reduce the risk levels. 1 https: //store. theartofservice. com/the-business-continuity-plan-toolkit. html

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