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Business Continuity Planning (BCP) - continued from page 1
Introduction
BCP methodology is scalable for an organization of any size and complexity. Every organization should have
one in order to ensure the organization's continuous and profitable future. Consider the firms that do not
invest enough time and or resources into BCP planning are evident in disaster survival statistics. Fires
permanently close 44% of the business affected. In the 1993 World Trade Center bombing, 150 businesses
out of 350 affected failed to survive the event. Conversely, the firms affected by the Sept 11 attacks with
well-developed and tested BCP manuals were back in business within days.
A BCP manual for a small organization may be simply a printed manual stored safely away from the primary
work location, containing the names, addresses, and phone numbers for crisis management staff, general
staff members, clients, and vendors along with the location of the off site data backup storage media,
copies of insurance contracts, and other critical materials necessary for organizational survival. At its most
complex, a BCP manual may outline a secondary work site, technical requirements and readiness, regulatory
reporting requirements, work recovery measures, the means to reestablish physical records, the means to
establish a new supply chain, or the means to establish new production centers. Firms should ensure that
their BCP manual is realistic and easy to use during a crisis. As such, BCP sits along side crisis management
and disaster recovery planning and is a part of an organization's overall risk management.
The development of a BCP manual can have five main phases:
Analysis
Solution design
Implementation
testing and organization acceptance
maintenance.
The above list is not exhaustive. There are a number of other considerations that could be included in your
own plan / manual: - Risk Identification Matrix - Roles and Responsibilities (ensuring names are left out but
titles are included, e.g. HR Manager) - Identification of top risks and mitigating strategies. - Considerations
for resource reallocation e.g. Skills matrix for larger organizations.
Continued on page 3
Introduction
BCP methodology is scalable for an organization of any size and complexity. Every organization should have
one in order to ensure the organization's continuous and profitable future. Consider the firms that do not
invest enough time and or resources into BCP planning are evident in disaster survival statistics. Fires
permanently close 44% of the business affected. In the 1993 World Trade Center bombing, 150 businesses
out of 350 affected failed to survive the event. Conversely, the firms affected by the Sept 11 attacks with
well-developed and tested BCP manuals were back in business within days.
A BCP manual for a small organization may be simply a printed manual stored safely away from the primary
work location, containing the names, addresses, and phone numbers for crisis management staff, general
staff members, clients, and vendors along with the location of the off site data backup storage media,
copies of insurance contracts, and other critical materials necessary for organizational survival. At its most
complex, a BCP manual may outline a secondary work site, technical requirements and readiness, regulatory
reporting requirements, work recovery measures, the means to reestablish physical records, the means to
establish a new supply chain, or the means to establish new production centers. Firms should ensure that
their BCP manual is realistic and easy to use during a crisis. As such, BCP sits along side crisis management
and disaster recovery planning and is a part of an organization's overall risk management.
The development of a BCP manual can have five main phases:
Analysis
Solution design
Implementation
testing and organization acceptance
maintenance.
The above list is not exhaustive. There are a number of other considerations that could be included in your
own plan / manual: - Risk Identification Matrix - Roles and Responsibilities (ensuring names are left out but
titles are included, e.g. HR Manager) - Identification of top risks and mitigating strategies. - Considerations
for resource reallocation e.g. Skills matrix for larger organizations.
Continued on page 3
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