《CBCP业务连续性管理专家培训材料_Area1.ppt》由会员分享，可在线阅读，更多相关《CBCP业务连续性管理专家培训材料_Area1.ppt（45页珍藏版）》请在三一办公上搜索。
1、CBCP业务连续性管理专家,1,Business Continuity ManagementCourse for Advanced Professionals Introduction,CBCP业务连续性管理专家,2,Subject Area 1：Project Initiation&Management,CBCP业务连续性管理专家,3,Lesson Overview,BCM Program DevelopmentRoles&ResponsibilitiesTerms&DefinitionsManaging ProjectsManaging ChangesPresenting to Senio
2、r Management,CBCP业务连续性管理专家,4,Professional Practices for Business Continuity Professionals,Project Initiation and ManagementRisk Evaluation and ControlBusiness Impact AnalysisDeveloping Business Continuity StrategiesEmergency Response and OperationsDeveloping and Implementing Business Continuity Plan
3、s Awareness and Training ProgramsMaintaining and Exercising Business Continuity PlansCrisis CommunicationsCoordination with External Agencies,CBCP业务连续性管理专家,5,Objectives,Establish the need for Business Continuity Planning(BCP)within a Business Continuity Management(BCM)Process,including resilience st
4、rategies,recovery objectives,business continuity and crisis management plans,and including obtaining management support,and organizing and managing the project to initiate the process to completion within agreed upon time and budget limits.,CBCP业务连续性管理专家,6,The Professionals Role(1/2),Lead Sponsors i
5、n Defining Objectives,Policies,and Critical Success FactorsScope and objectivesLegal and requirements reasonsCase histories and industry best practicesCoordinate and Organize/Manage the BCP Project and Overall BCP Process using a steering committee and project task forceOversee the BCP Process Throu
6、gh Effective Control Methods and Change Management,CBCP业务连续性管理专家,7,The Professionals Role(2/2),Present the Process to Management and StaffDevelop Project Plan and Budget to initiate the processDefine and Recommend Process Structure and ManagementManage the Project to Develop and Implement the BCP Pr
7、ocess,CBCP业务连续性管理专家,8,Terms&Definitions-Business Continuity Management,Business continuity managementThe management of recovery or continuity in the event of a disaster.Also the management of the overall program through training,rehearsals,and reviews,to ensure the plan stays current and up to date.
8、Business continuity(planning)Process of developing advance arrangements and procedures that enable an organization to respond to an event in such a manner that critical business functions continue with planned levels of interruption or essential change.SIMILAR TERMS:Contingency Planning,Disaster Rec
9、overy Planning.,CBCP业务连续性管理专家,9,Terms&Definitions-Disaster Recovery Planning,Disaster:A sudden,unplanned calamitous event causing great damage or loss.1)Any event that creates an inability on an organizations part to provide critical business functions for some predetermined period of time.2)In the
10、business environment,any event that creates an inability on an organizations part to provide the critical business functions for some predetermined period of time.3)The period when company management decides to divert from normal production responses and exercises its disaster recovery plan.Typicall
11、y signifies the beginning of a move from a primary to an alternate location.SIMILAR TERMS:Business Interruption;Outage;Catastrophe.,CBCP业务连续性管理专家,10,Terms&Definitions-Disaster Recovery Planning,Disaster Recovery:Activities and programs designed to return the entity to an acceptable condition.1)The a
12、bility to respond to an interruption in services by implementing a disaster recovery plan to restore an organizations critical business functions.Disaster Recovery Plan:The document that defines the resources,actions,tasks and data required to manage the business recovery process in the event of a b
13、usiness interruption.The plan is designed to assist in restoring the business process within the stated disaster recovery goals,CBCP业务连续性管理专家,11,Terms&Definitions-Critical,Critical Functions:Business activities or information that could not be interrupted or unavailable for several business days wit
14、hout significantly jeopardizing operation of the organization.Critical Infrastructure:Systems whose incapacity or destruction would have a debilitating impact on the economic security of an organization,community,nation,etcCritical Records:Records or documents that,if damaged or destroyed,would caus
15、e considerable inconvenience and/or require replacement or recreation at considerable expense.,CBCP业务连续性管理专家,12,Terms&Definitions-Critical/Vital Records,Vital Record:A record that must be preserved and available for retrieval if needed.Data and information required to support a business function(i.e
16、.,historical,regulatory requirements)Should be maintained off site at third-party vendor and be available!,CBCP业务连续性管理专家,13,The BCM Planning Process,Risk Assessment&Analysis,Business Impact Analysis,Developing strategies,Plan Development,Awareness&Training,BCM Plan,Maintenance&Updating,ProjectPlanni
17、ng,Testing&Exercising,CBCP业务连续性管理专家,14,The Planning Process,ObjectiveDefine and organize the project planning parameters and identify the resources needed to develop the BCM PlanSome key tasksExamine and justify the need for BCM to managementOutline the main steps to plan for and recover from a disa
18、sterOutline the main steps to derive the BCM PlanSome key deliverables Planning team structure A BCM proposal to management A BCM RFP Project milestones Steering Committee,CBCP业务连续性管理专家,15,Working Knowledge,Establish the Need for Business ContinuityCommunicate the Need for a BCPInvolve Executive Man
19、agement in the BCP processEstablish a Planning/Steering CommitteeDevelop Budget RequirementsIdentify Planning Team(s)&ResponsibilitiesDevelop&Coordinate Project Action Plans to develop&implement the BCP processDevelop the Ongoing Management and Documentation Requirements for the BCP ProcessReport to
20、 Senior Management and Obtain Senior Management Approval/Commitment,CBCP业务连续性管理专家,16,Structuring the BCM Program,Creating the projectDefining tasks,duration,dependencies and resourcesManaging the projectTracking and adjusting for changes until the project is completeDevelop awareness by means of for
21、mal reportsPresentations to managementAdjustments to meet management directionKeep communication,gain organizational commitment to the BCP process,CBCP业务连续性管理专家,17,Establish the Need for BC,Requirements&RestrictionsLegalRegulatory(industry trade bodies or associations)StatutoryContractualCurrent rec
22、ommendations of relevant authoritiesOrganizational policyIdentify Conflicts Organizational policies vs.relevant external requirement,CBCP业务连续性管理专家,18,Legal&Regulatory Requirements,Sarbanes-OxleyTurnbull Act:UK and IrelandNFPA 1600Banking regulations(BC-177)Graham Leach Bliley ActPrudent Man ActHealt
23、h Insurance Portability&Accountability Act HIPAA(1996)Basel II Capital Accord,CBCP业务连续性管理专家,19,The Planners Role(1/3),Lead sponsors in defining:Scope&objectives Policies Project assumptions Critical success factors Considering entire organization in initial scope Meeting objectives Confirming assump
24、tions Peer benchmarking-case histories,CBCP业务连续性管理专家,20,The Planners Role(2/3),Ensure all program components are presentEnsure that adequate planning,preparation and training are accomplished for specific areasEnsure adequate teams are designatedIdentify and document program shortcomingsEnsure progr
25、am is appropriately budgetedManage and organize data gathering effort,CBCP业务连续性管理专家,21,The Planners Role(3/3),Obtain management supportOrganize and manage project Define project objectives Assess project risk Plan project in detailTrack and report project progressManage change,CBCP业务连续性管理专家,22,BCM P
26、rogram Development,Develop BCM project planSteering CommitteeProject task force Identify planning team(s)and responsibilities Select appropriate personnel Definition of termsDevelop a suitable set of objectives for the BCP process,CBCP业务连续性管理专家,23,Role of Executive Management,Protect and preserve or
27、ganizations assets and resourcesAssign key functional personnel to carry out recoveryCommitment to the process,CBCP业务连续性管理专家,24,Role of the BCM Steering Committee,The Decision-Making/Guidance Group Provides resources to get project started People Money Specialized consulting resources as requiredDet
28、ermines project scope and timeframeProvides support for BC projectDevelops project planDefines roles and responsibilitiesBC planner should be a part of this group,CBCP业务连续性管理专家,25,Identify Planning Teams R&R,Develop team organization and structureUtilize the expertise of team membersDefine team obje
29、ctivesTeam must internalize the plan and instill a sense of ownershipLong-term benefit of team approachEnsures knowledgeable personnel are available to do assigned critical tasks,CBCP业务连续性管理专家,26,Suggested Teams,Planning/Mitigation/Reduction BCM Steering Committee(Crisis Management Team)Business Con
30、tinuity Development TeamResponse Emergency Response Team Damage Assessment Team Functional Response Team(s)Crisis Communication TeamRecovery Functional Recovery Team(s)Associated Support Teams,CBCP业务连续性管理专家,27,Building Winning Teams,Key of project management success Choose right people&equipment Enc
31、ourage and manage effectivelyRecruit most qualified people Dont take a body to fill a positionInvolve first-level management in project They will involve their staffTeam leader should have management experience with that business unit,CBCP业务连续性管理专家,28,The Purpose of Project Management,To provide an
32、understanding of how to establish the need and obtain management support for a Business Continuity Management(BCM)Program in your organization and to organize and manage the program.,CBCP业务连续性管理专家,29,Define Project Objectives,State problemSet clear,concise goals and objectivesEstablish what is in an
33、d out of scopeDefine assumptionsDevelop an initial key disaster scenario to focus project activities“Worst case”scenario,CBCP业务连续性管理专家,30,Organize Project,Obtain necessary resources-commitment from senior management Develop Budget RequirementEstablish project organization Steering Committee Obtain t
34、eam leader/member buy-in to initial work plans Orient and lead team members Establish reporting procedures Arrange for facilities,supplies and support Identify project management software tool(s),CBCP业务连续性管理专家,31,Assess Project Risk,Validate management expectationsAssess feasibility of initial sched
35、ules,estimates and resource needs against goalsEvaluate initial work plansAssess project risk vs.justification,CBCP业务连续性管理专家,32,Track and Report Progress(1/3),Monitor and document task completionsValidate completion times and resource consumptionValidate work plan is easy to useInvolve team personne
36、l in developing and adjusting scope,estimates,and schedules,CBCP业务连续性管理专家,33,Track and Report Progress(2/3),Develop work-around plans as neededAssign additional approved resources as neededMaintain lessons learned database for referenceReport status in three directions Up to management Laterally to
37、clients,customers,and users,as well as to other programs or projects Down to project members and team members,CBCP业务连续性管理专家,34,Track an Report Progress(3/3),Conduct project reviews and obtain supporting independent project analysis AuditsConduct steering committee meetings,CBCP业务连续性管理专家,35,Change Ma
38、nagement(1/3),Managing change and discovery is a key success factor for an ongoing program What constitutes a change in scope?Who documents and prepares this for review?Who has the approval authority?Report changes in project timeline to senior management,CBCP业务连续性管理专家,36,Change Management(2/3),Obta
39、in(re-)direction and/or instructions from management,steering committee,users and update plan accordinglyReview revised time and resource estimates with project teams and membersValidate capability of project teams and members to accomplish revised goals,timelines,and/or resource objectives,CBCP业务连续
40、性管理专家,37,Change Management(3/3),Re-schedule revised project,using project planning software toolRecord results of re-direction or new instructionsKeep project within scope and budget,CBCP业务连续性管理专家,38,Presenting to Senior Management-Key elements/Tasks,Establish the need for BCMCommunicate that needIn
41、volve executive management in the BCP Establish steering committee Set up reporting structure/status reports,CBCP业务连续性管理专家,39,Presenting to Senior Management-What BC Planner can get,Convey importance of planning effortAnticipate resource requirementsDefine expected results of effortProject the value
42、 of resultsDescribe the implications of not proceeding with program,CBCP业务连续性管理专家,40,Presenting to Senior Management-Sell harder,Industry standards&benchmarking What is the“competition”doing?Formal reports&presentationsBenefits of BCMBest practices,CBCP业务连续性管理专家,41,Presenting to Senior Management-Pr
43、esentation of Findings,MethodologyData groupingsAction itemsNext steps,CBCP业务连续性管理专家,42,Presenting to Senior Management-Involve Executive Management in the process,Explain executive managements roleRelate to organizational mission,objectives,operationsDevelop mission statement/charter/policy for the
44、 BCM programExplain and communicate managements accountability and liabilityExplain the impact of risks to which the organization is vulnerable,CBCP业务连续性管理专家,43,Presenting to Senior Management-Reporting,Develop regular status reports for executive sponsorConcisePertinentAccurateTimely information on
45、 key parameters of interest/mustDefine the approval chain Defining the approval chain is critical to your success,CBCP业务连续性管理专家,44,Summary,Asset protectionEmployeesInformationPhysical locationStructured,viable plan of action to reduce exposure to lossTo address critical operationsTo meet legal and regulatory requirementsIn the BCM program,the planner is responsible for managing multiple interdependent projects and keeping senior management informed throughout the process,CBCP业务连续性管理专家,45,Sample Questions,
