Business Contintuity

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BUSINESS CONTINUITY MANAGEMENT – GOOD PRACTICE GUIDE

BUSINESS CONTINUITY INSTITUTE

BUSINESS CONTINUITY MANAGEMENT :
GOOD PRACTICE GUIDELINES

Editor: Dr. David J. Smith FBCI
Version BCI DJS 1.0
01/11/02

© The Business Continuity Institute 2002

0

BUSINESS CONTINUITY MANAGEMENT – GOOD PRACTICE GUIDE

Acknowledgements.
The Business Continuity Institute acknowledges the positive contribution to the development of these Business Continuity Management Good Practice Guidelines by the following individuals and their organisation’s who have given freely of their time, effort and expertise. Work Group:

Fred Bell MBCI
Nigel Bridger FBCI
Mark Bryce MBCI
Tim Chadwick MBCI
Chris Green MBCI
Albert Horan MBCI
Phil Slate MBCI
Dr. David J. Smith FBCI
Graham Vingoe MBCI
Pamela White MBCI

Editor:
Dr. David J. Smith FBCI
Readers:
Lyndon Bird FBCI
Chris Rigby-Smith FBCI
Rolf von Roessing MBCI
David Green FBCI
John Worthington MBCI
The Business Continuity Institute also thanks all copyright holders for permission to reproduce copyright material. If any copyright holders have been inadvertently omitted the Business Continuity Institute will be pleased to make the necessary amendments to acknowledge copyright at the earliest possible opportunity.

Version BCI DJS 1.0
01/11/02

© The Business Continuity Institute 2002

1

Contents.
Acknowledgements

1

-

Contents

2

-

Overview

3

18

Stage 1: Understanding Your Business
Introduction
Business Impact Analysis
Risk Assessment

19
19
24
37

47
23
36
47

Stage 2: Business Continuity Management Strategies
Introduction
Organisation (Corporate) BCM Strategy
Process Level BCM Strategy
Resource Recovery BCM Strategy

48
48
51
62
71

79
50
61
70
79

Stage 3: Develop and Implement a BCM Response
Introduction
Business Continuity Plan(s)
Resource Recovery Solutions and Plans
Crisis Management Plan

80
80
86
105
124

145
85
104
123
145

Stage 4: Building and Embedding a BCM Culture
Introduction
Education, Training and Awareness

146
146
147

157
157

Stage 5: Exercising, Maintenance and Audit
Introduction
Exercising of BCM
Maintenance of BCM
Audit of BCM

158
158
161
176
187

199
160
175
186
199

Stage 6: BCM Programme Management
Introduction
BCM Programme Management
BCM Policy
BCM Assurance

200
200
201
212
220

227
211
219
227

Glossary of Terms

228

Version BCI DJS 1.0
01/11/02

2

OVERVIEW.
Introduction.
Business Continuity Management (BCM) is not just about disaster recovery, crisis management, risk management control or technology recovery. It is not just a professional specialist discipline but a business owned and driven issue that unifies a broad spectrum of business and management disciplines. In particular it provides the strategic and operational framework to both review and where appropriate redesign the way an organisation provides its products and services whilst increasing its resilience to disruption, interruption or loss. Business Continuity Management has also long been recognised as good business practice and is an integral part of corporate governance. Within this setting BCM takes on a strategic dimension and should not only be seen in a narrow reactive operational context. It is important at this early stage to clearly dismiss two fallacies concerning Business Continuity Management. The first is that it only applies to private sector business and the second is the belief that it is Information Technology Disaster Recovery (ITDR). It applies to all organisations whether from the private or public sector. In fully supporting this approach the Business Continuity Institute Good Practice Guidelines refer to industry and organisation. Where the phrase business is used it is adopted as a generic term in recognition that all organisations are in the business of whatever is their raison d’être.

Whilst there are...
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