The manager's guide to simple, strategic, service-oriented business continuity / Rachelle Loyear, Kristen Noakes-Fry, editor.

Format:

Book

Author/Creator:

Loyear, Rachelle, author.

Series:

A Rothstein Publishing Collection eBook

Language:

English

Subjects (All):

Industrial management--Handbooks, manuals, etc.

Industrial management.

Organizational effectiveness.

Physical Description:

1 online resource (177 pages) : illustrations, tables.

Edition:

1st ed.

Place of Publication:

Brookfield, Connecticut : Rothstein Publishing, 2017.

Summary:

You have the knowledge and skill to create a workable Business Continuity Management (BCM) program - but too often, your projects are stalled while you attempt to get the right information from the right person. Rachelle Loyear experienced these struggles for years before she successfully revamped and reinvented her company's BCM program. In The Manager's Guide to Simple, Strategic, Service-Oriented Business Continuity, she takes you through the practical steps to get your program back on track. Rachelle Loyear understands your situation well. Her challenge was to manage BCM in a large enterprise that required hundreds of BC plans to be created and updated. The frustrating reality she faced was that subject matter experts in various departments held the critical information she needed, but few were willing to write their parts of the plan. She tried and failed using all the usual methods to educate and motivate - and even threaten - departments to meet her deadlines. Finally, she decided there had to be a better way. The result was an incredibly successful BCM program that was adopted by BCM managers in other companies. She calls it "The Three S's of BCM Success," which can be summarized as: Simple - Strategic - Service-Oriented. Loyear's approach is easy and intuitive, considering the BCM discipline from the point of view of the people in your organization who are tasked to work with you on building the plans and program. She found that most people prefer: Simple solutions when they are faced with something new and different. Strategic use of their time, making their efforts pay off. Service to be provided, lightening their part of the load while still meeting all the basic requirements. These tactics explain why the 3S program works. It helps you, it helps your program, and it helps your program partners. Loyear says, "If you

follow the 'Three S' philosophy, the number of plans you need to document will be fewer, and the plans will be simpler and easier to produce. I've seen this method succeed repeatedly when the traditional method of handing a business leader a form to fill out or a piece of software to use has failed to produce quality plans in a timely manner." In The Manager's Guide to Simple, Strategic, Sevice-Oriented Business Continuity, Loyear shows you how to: Completely change your approach to the problems of "BCM buy-in." Find new ways to engage and support your BCM program partners and subject matter experts. Develop easier-to-use policies, procedures, and plans. Improve your overall relationships with everyone involved in your BCM program. Craft a program that works around the roadblocks rather than running headlong into them.

Contents:

Intro

Title page

Copyright

Preface

Part I: Traditional Business Continuity Management:What Does and Doesn't Work

Chapter 1: Traditional Business Continuity Management:An Overview

1.1 Business Continuity Management Defined

1.1.1 What's in a Name? Talking the BCM Talk

1.2 Business Continuity Management Standards and Organizations

1.3 Business Continuity Management Common Terms

1.4 Business Continuity Management Common Approaches

1.4.1 The BCI Good Practice Guidelines Model

1.4.2 DRI International Model

1.4.3 ISO and ASIS International/BSI Standards Model

1.4.4 Comparing the Standards in a Five-Phase Risk Cycle

References

Chapter 2: Traditional BCM: The Roadblocks to Success

2.1 Things That Get in the Way of a Successful Program

2.1.1 Business Continuity Is Not Core Business

2.1.2 Executive Support Is Not Everything

2.1.3 Complexity Is Not Your Friend

2.1.4 BCM Is Rarely a DIY Effort

Part II: A New Solution: The Three S's of BCM Success

Chapter 3: Introduction: The Three S's of BCM Success

3.1 Three S: A Philosophical Change in Approach

3.1.1 A Simple Philosophy

3.1.2 A Strategic Philosophy

3.1.3 A Service-Oriented Philosophy

Chapter 4: The First S - Simple

4.1 Initiating a New BCM Program

4.1.1 Get Executive Buy-In

4.1.2 Create an Executive Communication

4.1.3 Meet with Senior Leaders

4.1.4 Your Next Level of Meetings

4.2 Analyzing the Business Needs for a BCM Program

4.2.1 BCM Program Goals

4.2.2 BCM Program Policy

4.2.3 BCM Program Procedures

4.3 Building the Program and Program Components (Plans)

4.3.1 Who, When, Where, What, and How - The Basics of Planning and Templates

4.3.1.1 Who: Team Roles

4.3.1.2 When: Response Times

4.3.1.3 Where: Response Locations

4.3.1.4 What: Team Resources.

4.3.1.5 How: Plan Tasks and Checklists

4.3.2 Allowing for Complexity as Needed

Chapter 5: The Second S - Strategic

5.1 Determining Business Tolerances

5.1.1 Finding the Critical Functions

5.1.2 Finding the Critical Functions Using a Business Impact Analysis

5.1.2.1 The Complex Approach to BIA and Why It Is Bad

5.1.2.2 Identifying Critical Functions Without a BIA

5.1.3 Performing a Strategic BIA

5.1.3.1 Identifying Assets and Asset Owners for a Strategic BIA

5.1.3.2 Valuing and Prioritizing Assets with Your Asset Owners

5.1.3.3 Identifying Hard-to-Find Critical Functions and Dependencies for a Strategic BIA

5.1.3.4 The Purpose of Asset and Critical Function Prioritization

5.1.3.5 Completing the BIA Questionnaire

5.1.4 Performing a Strategic Risk Assessment

5.2 Allowing the Business to Decide What It Needs

5.2.1 When BCM Program Partners Minimize Criticality

5.2.2 When BCM Program Partners Inflate Criticality

5.2.3 Ensuring the Correct BCM Program Partners Are Making Strategic Decisions

Chapter 6: The Third S - Service-Oriented

6.1 The Do-It-Yourself vs. Do-It-for-Me Person

6.2 Let Subject Matter Experts Be Subject Matter Experts

6.3 The Planning Process

6.4 Get Better Plans by Sharing Best Practices

6.5 Plan Management Software - Benefit or Barrier?

Part III: Putting It All Together For Results

Chapter 7: The 3S BCM Program in Practice

7.1 Testing and Exercising

7.1.1 Simple Testing and Exercising Programs

7.1.2 Strategic Testing and Exercising Programs

7.1.3 Service-Oriented Testing and Exercising Programs

7.2 Program Maintenance

7.3 Responding to a Business Disruption or Crisis

7.3.1 The Service-Oriented BCM Team During a Business Disruption or Crisis

Chapter 8: Looking Ahead - The Growth of Organizational Resilience.

8.1 The Future of Business Continuity

8.2 The Evolving Global Risk Situation

8.3 Organizational Resilience

8.4 Embracing Organizational Resilience

8.5 Organizational Resilience and the 3S Model of Business Continuity Management

Chapter 9: Final Thoughts - Where Do You Go From Here

Appendix A: Example Procedure Documents

A.1 Example Emergency Response Procedure Document

A.2 Example Crisis Management Procedure Document

A.3 Example Crisis Communications Procedure Document

A.4 Example Business Continuity Planning/Requirements/Templates Procedure Document

Appendix B: Example Tiered Plan Template Requirements

B.1 Critical Function/Department Template

B.2 Medium Impact Function/Department Template

Appendix C: Example Plan Documents

C.1 Example Crisis Management Plan

C.2 Example Functional Area Business Continuity Plan

C.3 Example Facility Business Continuity Plan

Appendix D: Example Crisis/Disruptive Event Checklists

D.1 Example All-Hazards Universal Checklist

D.2 Example Severe Weather (Hurricane/Winter Storm/Other) Checklist

D.3 Example Flood Universal Checklist

Appendix E: Business Impact Analysis and Risk Assessments

E.1 What is a Business Impact Analysis (BIA)?

E.2 What is a Risk Assessment?

E.3 BIA Asset Valuation Methods

Credits

About the Author

More from Rothstein Publishing.

Notes:

Includes bibliographical references.

Description based on online resource; title from PDF title page (EBC, viewed February 12, 2018).

ISBN:

9781944480387

1944480382

OCLC:

1020687731