Current educational programs in the field of business continuity (BC) planning are confronted with a problem of semantics. The old school educational effort associated with "disaster recovery (DR) planning" was oriented to internal processes that were going to be needed after a disaster. This information was identified by an internal survey of department managers. This same protocol is being used to try to construct business continuity plans.
Ask Rudy Garcia about his business continuity program and there are a few key phrases that you're going to hear quite a bit: crystal clear, business drivers, strategic planning, communication, useful information, day-to-day basis. Those phrases pretty well sum up Garcia's approach to BCP: Have a crystal clear understanding of the organization's business drivers. Develop a strategic business continuity program that is aligned with the business. Communicate that program to all relevant parties. Provide stakeholders, particularly top management, with useful information that will help them make business decisions. And add value to the organization on a day-to-day basis.
Eight Southeastern states are working together to improve how frail and elderly citizens are cared for during a major disaster. Leadership from the state emergency command centers and long term care (LTC) organizations in Florida, Louisiana, Mississippi, Alabama, Texas, Georgia, Virginia, and North Carolina met at a May Hurricane Summit to improve how LTC needs are incorporated into disaster planning. Federal level representatives from FEMA, CMS, and HHS also participated, along with representatives from the AARP.
When you plan your work area space, make sure you anticipate not just day one needs, but also how end user requirements will change over time. Have a handle on the amount and configuration of space so that growth can occur without disrupting the recovery operation that is already in place.
In May 2006, seasonal hurricane forecasters predicted 17 named storms, including nine hurricanes and five major hurricanes. In reality, the 2006 season ended with 10 named storms, five hurricanes, and two major hurricanes. There are several reasons for the bad 2006 forecasts. Let's look back at 2006 and ahead to 2007.
Without exception, organizations leveraging BS 25999 are finding that the content is actionable and positioned to be understood by executive managers. And by evaluating and implementing the process recommendations found in BS 25999, business continuity management organizations are realizing higher levels of credibility with their executive management teams.
Compensation for business continuity professionals has been on the rise since 2003. In fact, 2006 showed the highest increases in compensation for full-time, permanent employees (FTEs) with an average of 7 percent. Last year also marked the first time that average total compensation surpassed $100,000 for FTEs.
Globally, the business continuity industry still lacks a common reference standard, but benchmarks and maturity models are emerging that will provide a framework for this type of communication. In the meantime, start by establishing controls within your organization - a central person or group should handle client and prospect requests. Speaking with one voice about your continuity program is as critical during normal business as it is during a disaster.
With employees in 35 countries worldwide, Citrix is pretty much everywhere. That global presence is at the heart of the company's business continuity and disaster recovery program. But while its reach is global, its headquarters is practically on the beach.
The statistics regarding corporate longevity are sobering: 600,000 American businesses filed for bankruptcy in just the last 10 years. Based on several independent studies, the conclusion is that corporations have a "life expectancy" of less than 50 years.
On April 22, I went on a two-and-a-half hour bus tour called the "Road to Recovery" through the areas of New Orleans that were most devastated by Hurricane Katrina, including the Lower 9th Ward, Lakeview, and Bernard Parish. The tour was offered as part of the 2007 Continuity Insights Management Conference. Things are slowly getting better, even from when I was there this past January.
This article isn't so much about a trend or direction in our industry as it is about one of the most serious problems I have seen over the years-the lack of realism in testing recovery programs. Reflecting on my 20-plus years with Comdisco, SunGard, and IBM, I have participated directly in, overseen, or audited hundreds if not thousands of tests for customers, including those many of you reading this article have conducted. Combine that with the tens of thousands of tests vendors have supported, and there is a tremendous base of information on the approach to testing and the success people have.
You have successfully created your business continuity framework! The organization now has a current business continuity plan! In the process, your organization may have spent a small fortune in consulting services or perhaps hiring a dedicated resource. The project is finally complete. And now you can heave a sigh of relief that it is all over. But is it?
While there's no silver bullet, there are some characteristics that successful professionals share. Documenting these behaviors is intended to fuel your self-reflection, thought process, and discussion among friends and colleagues with the ultimate goal of motivating you to become an even more effective contingency planning professional.
When Attorney General Charles J. Bonaparte organized what later became known as the Federal Bureau of Investigation (FBI) back on July 26, 1908, his original 34 investigators probed cases in antitrust, peonage, and land fraud. Ninety-nine years later, its cadre of over 30,000 employees follows a somewhat higher mission: "To protect and defend the United States against terrorist and foreign intelligence threats and to enforce the criminal laws of the United States."