You left the meeting, and "presto!" you are now in charge of business continuity management. What do you do next. This fun and educational slide deck offers some tips to getting your BCM program up and running.

1. sustainable planner
business continuity
professional consulting
Presented by:
Tony Gonzalez
You missed the meeting… and now you’re in charge of
business continuity! What’s next?

2. Who Me?
Congratulations!
Good luck in your new
assignment.
We expect results in 6
months.

3. Agenda:
Step 1: Assess your situation
Step 2: Define organizational
resilience
Step 3:Gather your critical data
& determine your risk
Step 4: Gain executive buy-in
Step 5: Determine your strategy
Step 6: Build your program
Step 7: Do’s & Don’ts

4. Step 1:
Assess your situation

5. Assess your situation
Ask yourself, “Do you have
the necessary skills &
knowledge?”
 Organizational Resilience
Management (ORM)
 Business Continuity
 Disaster Recovery
 Risk Management
 Emergency Management
 Crisis Management

6. Acquire the basic
knowledge you will
need to understand the
integrated disciplines of
ORM & be able to
preach it to the choir

7. Step 2: Define Organizational
Resilience (Business Continuity)

8. Integrated Disciplines of ORM
Source: ASIS SPC.1-2009 Organizational Resilience Management Standard
Organizational resilience
management (ORM)
The systematic & coordinated activities
& practices through which an
organization manages its operational
risks, & the associated potential threats
& impacts that are inherent.

10. Step 3: Gather your critical
data & determine your risk

11. Information is vital to ORM
 Accurate information is critical to justifying,
building & maintaining your program
 Know your organization’s appetite for risks
& its current capabilities for response &
recovery
 Have a process to rapidly collect
information & use it to build an
appropriately scaled & achievable program
for your organization.

12. Step 4: Gain executive buy-in

13. Get executive buy-in
1. Understand your organization
 Executive Leadership’s Organizational & Reporting Structure
 Domestic/Global sites
 Missions (service/product) by site
 Leadership by site

14. Get executive buy-in
2. Understand your Leadership’s Concerns
 What keeps your executive leadership team up at
night?
 Consider conducting executive business impact
(EBIA) analysis sessions with your leadership team
 Establish from the get-go what is material in their
eyes & why?
 Clinical, Manufacturing, Research, Finance,
Regulatory, Legal, Other…based on your
industry sector

15. Step 5:
Determine your
strategy

16. Determine your
ORM strategy
Business Strategies
 Business case for ORM
 Sponsorship
 Vision
 Policies
Scope Elements
 Functions & Services
 Event Classes & Impact
Categories
 Continuity Strategies
 Tools selection (BIA, BCP, RA,
EMP, CMP, etc.)

17. Step 6: Build your Program

18. Build your Sustainable Program
ORM Program Design Elements
 Rollout Strategies
 Pilots
 Approach
 Resources
 Schedule

19. Continuous
Improvement
TrainingMonitoring
Maintenance Support
ORM Support Strategies

20. Build your Program
ORM Program Development:
 Secure executive sponsorship & support
 Confirm resources availability, leverage your EBIA
data
 Establish your Program office
 Document/Publish your ORM policies & standards
 Establish Awareness & Training programs

21. Establish
the Scope
Collect
Pertinent
Data
Conduct
Dept. BIA’s
Develop
Recovery
Strategies
Document
Recovery
Plans
Apply
Lessons
Learned
Test
Maintain
Consistent Structured Process
Structured Uncomplicated
Reasonable Repeatable

22. Step 7: Do’s & Don’ts

23. Don’ts
To assure failure in your new assignment…
 Dive in with no prior BC knowledge or experience
 Display ignorance about your organization’s structure and mission
 Assume you know your executive’s priorities and concerns
 Miscalculate the effort at hand and resources required
 Think that you can do this without an executive sponsor
 Take an add-hoc approach to planning & execution

24. Do’s
Increase your odds of success in your new assignment…
 Demonstrate command of the subject matter & passion for the program
 Show knowledge of the business area you are working with – gain
respect
 Talk to and listen to your executives – you will be amazed at what these
conversations reveal to you & to them, the exposure is good for you
 Understand the scope & effort of what you are embarking on, plan
accordingly, select the right tools & be honest & upfront about your
resource requirements
 Have an executive sponsor that believes in you & supports you
 Plan smart, show that you have things under control

25. About Virtual Corporation
Our offerings include:
• Business impact analysis (BIA)
• Site vulnerability assessments
• Crisis management
• Incident command exercise
• Continuity program design &
implementation
• IT disaster recovery
• BCMM® assessments & training
• Resiliency facilitation & planning
Virtual Corporation is a leading implementer
of enterprise resiliency & continuity programs.

26. www.virtual-corp.com