Business Continuity Planning

Business continuity planning involves creating a plan to minimize the effects of an interruption to an organization's operations in the event of natural disaster or other disruption to one or more critical business functions or resources. Learn how.

ERP and Business Continuity:

By Pat McAnally, Bill DiMartini, George Hakun and Joe Riley: The use of ERP presents significant business continuity issues. Find out what you need to know about protecting your business, from Disaster Resource Guide. The potential dedfects in ERP fall into three general categories. They are: complexity, resources, and education.

Data Backup Is The Best Data Protection

By Susan Ward: Every small business has data that needs to be protected, such as customer records, marketing plans and accounting ledgers. Much of this data is computerized, which one would think would make the archiving and backup of business data easier. But for many businesses, data protection is very much a hit or miss affair, done sometimes or not at all.

Most Companies Ill Prepared for Pandemic

By David Needle: A new Basex report says that most large companies don't have the right policies to handle extended absenteeism and other pandemic related issues.

Avian Flu: Business Thinks The Unthinkable

By na: Executives are starting to confront the real chance of panicked workers, supply disruptions, and economic upheaval

BCP - Business Continuity Planning - Expect the Unexpected

By Paul Allen: Whatever strategy organizations employ, it is clear that business continuity planning will require a long-term commitment. The London bombings may not lead to a material change in regulatory policies or institutions' internal plans, but they already have turned up the pressure for financial services firms to get their plans in order.

Boosting BCP - Business Continuity Planning

By Maria Wakem: Tragedies like the London bombings will serve as unfortunate reminders that financial institutions must continue to be vigilant in their business continuity planning and to improve IT's role therein.

Emergency Response Planning for Schools

By Douglas Henderson, FSA , CBCP: Teachers and staff are frequently the initial responders to an emergency situation. In particular, teachers are viewed as role models and leaders by their students. In an emergency situation students will likely follow the advice of their teachers and other adults. Yet very few of these initial responders have any formal training in emergency response.

Outsourcing Business Continuity

By David Honour: Should you decide to outsource the business continuity of some of your company's functions? If yes, what measures can you take to ensure that your outsourcer will assure the continuity of your outsourced function? Learn what's involved when you choose to outsource business continuity.

Business Continuity: Publish or Perish?

By Philp Jan Rothstein, FBCI: The author of this article talks about the lack of published material about the business continuity process and how detrimental it is to improving the process. Here is a quote from the article: As an industry and profession, Business Continuity has, to date, done a lackluster job of building a common body of knowledge. As George Santayana (1863 - 1952) observed, "Those who cannot learn from history are doomed to repeat it." In the field of Business Continuity, I might rephrase this to %u201Cthose who cannot learn from the experiences - and mistakes - of others are doomed to repeat them.

Who Pays For Business Continuity?

By Rolf von Roessing, MBCI, CISA, CISSP: The "whose budget" syndrome in business continuity management has been a hotly debated issue for some time. For the BCM auditor, the question of funding a corporate continuity process or program looks insignificant at first sight. In terms of adequacy of funding, there are no immediate difficulties - quite simply add up the numbers, and match them against typical benchmarks such as turnover, profit before tax, or any other predefined criteria. A closer look reveals that the funding (and therefore sponsorship!) structure for business continuity often leads to a hidden organizational bias.

Seven Items Often Overlooked in Disaster Planning

By Steven Lewis, Ph.D.: During the last 20 years, we have worked with organizations ranging from Retailers to Universities, from Banks to Dairies, from insurance companies to local governments and beyond. In all of these situations, we have found that all planners, no matter how experienced and systematic they may be, tend to overlook certain items. Some of these are small, but crucial items which simply add insult to injury when disaster occurs, but other can threaten the survival of the organization.

Preparing Your Company for Biochemical Terrorism

By Gail Dutton: Fire, floods, tornadoes, and even long-term power outages aren%u2019t particularly likely, but companies prepare for them. It%u2019s time to update disaster-preparedness plans to include responses to biochemical terrorism.

Disaster Recovery - Ostrich Syndrome

By Disaster Recovery World.com: The ostrich is alleged to hide its head in the ground when a threat is suspected on the theory that if the threat can't be observed, it isn't there. Whether the "ostrich" is an airline security expert or a Business Continuity "client," the bottom line is the same: a disaster waiting to happen. I always am amazed when someone hires a Subject Matter Expert and then ignores the expert's advice. Yes, I now know there are "experts" and there are "experts." Just as dangerous is to accept advice and even implement corrective measures but only for a short period.

Disaster Resource - The Big Picture

By Ben Taylor: The "big picture" for planning and managing emergencies is similar, whether you%u2019re working for business or for government, two sectors which are highly interdependent, no more so than during a disaster. %u2022 The goal is survival with minimal losses and prompt recovery to normal operations. %u2022 The needs are mitigation, preparedness, response, recovery and continuity. %u2022 The key ingredients are top-level commitment, teamwork and thoughtful analysis. %u2022 The tools are planning, cooperation and backup.

Business Continuity Planning Is Not A Project

By Monica Zein, Sally Cohn, Tracy Broadway: It is often thought that Business Continuity Planning is a project with a finite ending. Not so! Creating the Business Continuity Plan is just a part of developing a business recovery program. The process also includes evaluating costs, selecting an alternate site(s), making employees aware of the Plan, updating the Plan and testing the Plan on a regular basis.

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