In previous articles, Avalution has espoused the value of using a management systems approach to business continuity and articulated the notion that business continuity is more than just a collection of plan documentation. This approach is reflected in many different standards, including ISO 22301.
Even though business continuity plans represent just one component of a larger business continuity planning effort, they are what guide the organization through all phases of response and recovery following the onset of a disruptive incident – from the initial response and assessment to the eventual return to normal operations. Effective planning is meant to ensure that response and recovery efforts align to the expectations of all interested parties and provide a repeatable approach to minimize downtime.
This perspective explores the different types of business continuity plans that Avalution finds to be the most effective for organizations and examines their purpose within a wider business continuity strategy. Continue reading
Many business continuity professionals face shrinking budgets and, because of an expanding business continuity program scope and aggressive recovery objectives, lack the time necessary to “touch” all areas of the organization and optimally prepare for disruptive events. As a result, practitioners need a way to create repeatable processes to execute recurring planning activities in a decentralized manner while making efficient use of the organization’s personnel to comply with management’s expectations. One approach we often find useful in rolling out a standardized, thorough, efficient and repeatable process for business continuity activities is the creation of a business continuity program toolkit. A business continuity toolkit typically contains a set of instructional narratives, as well as templates, tools and examples to help dispersed personnel appropriately execute business continuity planning activities consistent with organizational standards. Continue reading
As published in the Summer 2010 Issue of the Disaster Recovery Journal – Volume 23, Number 3.
The time has come for business continuity to evolve beyond the idea of “all hazards” planning and deal directly with the core causes of business interruptions. This article details an approach that takes everything you loved about all hazards planning and enhances it with detailed procedures focused on the resources that your organization cares about most. Continue reading