CBCP业务连续性管理专家培训材料_Area1.ppt

CBCP业务连续性管理专家,1,Business Continuity Management Course for Advanced Professionals Introduction,CBCP业务连续性管理专家,2,Subject Area 1： Project Initiation & Management,CBCP业务连续性管理专家,3,Lesson Overview,BCM Program Development Roles & Responsibilities Terms & Definitions Managing Projects Managing Changes Presenting to Senior Management,CBCP业务连续性管理专家,4,Professional Practices for Business Continuity Professionals,Project Initiation and Management Risk Evaluation and Control Business Impact Analysis Developing Business Continuity Strategies Emergency Response and Operations Developing and Implementing Business Continuity Plans Awareness and Training Programs Maintaining and Exercising Business Continuity Plans Crisis Communications Coordination with External Agencies,CBCP业务连续性管理专家,5,Objectives,Establish the need for Business Continuity Planning (BCP) within a Business Continuity Management (BCM) Process, including resilience strategies, recovery objectives, business continuity and crisis management plans, and including obtaining management support, and organizing and managing the project to initiate the process to completion within agreed upon time and budget limits.,CBCP业务连续性管理专家,6,The Professionals Role (1/2),Lead Sponsors in Defining Objectives, Policies, and Critical Success Factors Scope and objectives Legal and requirements reasons Case histories and industry best practices Coordinate and Organize/Manage the BCP Project and Overall BCP Process using a steering committee and project task force Oversee the BCP Process Through Effective Control Methods and Change Management,CBCP业务连续性管理专家,7,The Professionals Role (2/2),Present the Process to Management and Staff Develop Project Plan and Budget to initiate the process Define and Recommend Process Structure and Management Manage the Project to Develop and Implement the BCP Process,CBCP业务连续性管理专家,8,Terms & Definitions - Business Continuity Management,Business continuity management The management of recovery or continuity in the event of a disaster. Also the management of the overall program through training, rehearsals, and reviews, to ensure the plan stays current and up to date. Business continuity (planning) Process of developing advance arrangements and procedures that enable an organization to respond to an event in such a manner that critical business functions continue with planned levels of interruption or essential change. SIMILAR TERMS: Contingency Planning, Disaster Recovery Planning.,CBCP业务连续性管理专家,9,Terms & Definitions - Disaster Recovery Planning,Disaster: A sudden, unplanned calamitous event causing great damage or loss. 1) Any event that creates an inability on an organizations part to provide critical business functions for some predetermined period of time. 2) In the business environment, any event that creates an inability on an organizations part to provide the critical business functions for some predetermined period of time. 3) The period when company management decides to divert from normal production responses and exercises its disaster recovery plan. Typically signifies the beginning of a move from a primary to an alternate location. SIMILAR TERMS: Business Interruption; Outage; Catastrophe.,CBCP业务连续性管理专家,10,Terms & Definitions - Disaster Recovery Planning,Disaster Recovery: Activities and programs designed to return the entity to an acceptable condition. 1) The ability to respond to an interruption in services by implementing a disaster recovery plan to restore an organizations critical business functions. Disaster Recovery Plan: The document that defines the resources, actions, tasks and data required to manage the business recovery process in the event of a business interruption. The plan is designed to assist in restoring the business process within the stated disaster recovery goals,CBCP业务连续性管理专家,11,Terms & Definitions - Critical,Critical Functions: Business activities or information that could not be interrupted or unavailable for several business days without significantly jeopardizing operation of the organization. Critical Infrastructure: Systems whose incapacity or destruction would have a debilitating impact on the economic security of an organization, community, nation, etc Critical Records: Records or documents that, if damaged or destroyed, would cause considerable inconvenience and/or require replacement or recreation at considerable expense.,CBCP业务连续性管理专家,12,Terms & Definitions - Critical/Vital Records,Vital Record: A record that must be preserved and available for retrieval if needed. Data and information required to support a business function( i.e., historical, regulatory requirements) Should be maintained off site at third-party vendor and be available!,CBCP业务连续性管理专家,13,The BCM Planning Process,Risk Assessment& Analysis,Business Impact Analysis,Developing strategies,Plan Development,Awareness& Training,BCM Plan,Maintenance &Updating,Project Planning,Testing& Exercising,CBCP业务连续性管理专家,14,The Planning Process,Objective Define and organize the project planning parameters and identify the resources needed to develop the BCM Plan Some key tasks Examine and justify the need for BCM to management Outline the main steps to plan for and recover from a disaster Outline the main steps to derive the BCM Plan Some key deliverables Planning team structure A BCM proposal to management A BCM RFP Project milestones Steering Committee,CBCP业务连续性管理专家,15,Working Knowledge,Establish the Need for Business Continuity Communicate the Need for a BCP Involve Executive Management in the BCP process Establish a Planning/Steering Committee Develop Budget Requirements Identify Planning Team(s) & Responsibilities Develop & Coordinate Project Action Plans to develop & implement the BCP process Develop the Ongoing Management and Documentation Requirements for the BCP Process Report to Senior Management and Obtain Senior Management Approval/Commitment,CBCP业务连续性管理专家,16,Structuring the BCM Program,Creating the project Defining tasks, duration, dependencies and resources Managing the project Tracking and adjusting for changes until the project is complete Develop awareness by means of formal reports Presentations to management Adjustments to meet management direction Keep communication, gain organizational commitment to the BCP process,CBCP业务连续性管理专家,17,Establish the Need for BC,Requirements & Restrictions Legal Regulatory (industry trade bodies or associations) Statutory Contractual Current recommendations of relevant authorities Organizational policy Identify Conflicts Organizational policies vs. relevant external requirement,CBCP业务连续性管理专家,18,Legal & Regulatory Requirements,Sarbanes-Oxley Turnbull Act: UK and Ireland NFPA 1600 Banking regulations(BC-177) Graham Leach Bliley Act Prudent Man Act Health Insurance Portability & Accountability Act HIPAA(1996) Basel II Capital Accord,CBCP业务连续性管理专家,19,The Planners Role (1/3),Lead sponsors in defining: Scope & objectives Policies Project assumptions Critical success factors Considering entire organization in initial scope Meeting objectives Confirming assumptions Peer benchmarking-case histories,CBCP业务连续性管理专家,20,The Planners Role (2/3),Ensure all program components are present Ensure that adequate planning, preparation and training are accomplished for specific areas Ensure adequate teams are designated Identify and document program shortcomings Ensure program is appropriately budgeted Manage and organize data gathering effort,CBCP业务连续性管理专家,21,The Planners Role (3/3),Obtain management support Organize and manage project Define project objectives Assess project risk Plan project in detail Track and report project progress Manage change,CBCP业务连续性管理专家,22,BCM Program Development,Develop BCM project plan Steering Committee Project task force Identify planning team (s) and responsibilities Select appropriate personnel Definition of terms Develop a suitable set of objectives for the BCP process,CBCP业务连续性管理专家,23,Role of Executive Management,Protect and preserve organizations assets and resources Assign key functional personnel to carry out recovery Commitment to the process,CBCP业务连续性管理专家,24,Role of the BCM Steering Committee,The Decision-Making/Guidance Group Provides resources to get project started People Money Specialized consulting resources as required Determines project scope and timeframe Provides support for BC project Develops project plan Defines roles and responsibilities BC planner should be a part of this group,CBCP业务连续性管理专家,25,Identify Planning Teams R&R,Develop team organization and structure Utilize the expertise of team members Define team objectives Team must internalize the plan and instill a sense of ownership Long-term benefit of team approach Ensures knowledgeable personnel are available to do assigned critical tasks,CBCP业务连续性管理专家,26,Suggested Teams,Planning/Mitigation/Reduction BCM Steering Committee (Crisis Management Team) Business Continuity Development Team Response Emergency Response Team Damage Assessment Team Functional Response Team (s) Crisis Communication Team Recovery Functional Recovery Team (s) Associated Support Teams,CBCP业务连续性管理专家,27,Building Winning Teams,Key of project management success Choose right people& equipment Encourage and manage effectively Recruit most qualified people Dont take a body to fill a position Involve first-level management in project They will involve their staff Team leader should have management experience with that business unit,CBCP业务连续性管理专家,28,The Purpose of Project Management,To provide an understanding of how to establish the need and obtain management support for a Business Continuity Management (BCM) Program in your organization and to organize and manage the program.,CBCP业务连续性管理专家,29,Define Project Objectives,State problem Set clear, concise goals and objectives Establish what is in and out of scope Define assumptions Develop an initial key disaster scenario to focus project activities “Worst case” scenario,CBCP业务连续性管理专家,30,Organize Project,Obtain necessary resources - commitment from senior management Develop Budget Requirement Establish project organization Steering Committee Obtain team leader/member buy-in to initial work plans Orient and lead team members Establish reporting procedures Arrange for facilities, supplies and support Identify project management software tool (s),CBCP业务连续性管理专家,31,Assess Project Risk,Validate management expectations Assess feasibility of initial schedules, estimates and resource needs against goals Evaluate initial work plans Assess project risk vs. justification,CBCP业务连续性管理专家,32,Track and Report Progress (1/3),Monitor and document task completions Validate completion times and resource consumption Validate work plan is easy to use Involve team personnel in developing and adjusting scope, estimates, and schedules,CBCP业务连续性管理专家,33,Track and Report Progress (2/3),Develop work-around plans as needed Assign additional approved resources as needed Maintain lessons learned database for reference Report status in three directions Up to management Laterally to clients, customers, and users, as well as to other programs or projects Down to project members and team members,CBCP业务连续性管理专家,34,Track an Report Progress (3/3),Conduct project reviews and obtain supporting independent project analysis Audits Conduct steering committee meetings,CBCP业务连续性管理专家,35,Change Management (1/3),Managing change and discovery is a key success factor for an ongoing program What constitutes a change in scope? Who documents and prepares this for review? Who has the approval authority? Report changes in project timeline to senior management,CBCP业务连续性管理专家,36,Change Management (2/3),Obtain (re-) direction and/ or instructions from management, steering committee, users and update plan accordingly Review revised time and resource estimates with project teams and members Validate capability of project teams and members to accomplish revised goals, timelines, and/or resource objectives,CBCP业务连续性管理专家,37,Change Management (3/3),Re-schedule revised project, using project planning software tool Record results of re-direction or new instructions Keep project within scope and budget,CBCP业务连续性管理专家,38,Presenting to Senior Management - Key elements/Tasks,Establish the need for BCM Communicate that need Involve executive management in the BCP Establish steering committee Set up reporting structure/status reports,CBCP业务连续性管理专家,39,Presenting to Senior Management - What BC Planner can get,Convey importance of planning effort Anticipate resource requirements Define expected results of effort Project the value of results Describe the implications of not proc