New features of the BCI’s Good Practice Guidelines 2013

1 New features of the BCI s Good Practice Guidelines 2013 Trends and advances in global BC Practice Presented by Doug Weldon FBCIBCI Good Practice Guidelines 2013 1 Leading global membership and certifying organization 8,000 members in more than 100 countries worldwide, working in in an estimated 3,000 organizations in private, public and third sectors Statutory membership grades provide assurance of technical and professional competencyWhat is the Business continuity Institute (BCI)?BCI Good Practice Guidelines 2013 2 The BCI seeks to promote and facilitate the adoption of good BC Practice worldwide by: Raising standards in BC Undertaking industry research Driving thought leadership in BC Facilitating the sharing of good Practice in BC Training and certifying professionals Raising the value of the profession Developing the business case for BCWhat does the BCI do?

2 BCI Good Practice Guidelines 2013 3 The Business continuity Institute (BCI) Training and Education Certification Membership Chapters and Forums Corporate Partnership Strategic Alliances Events Global Awards BCM World BCAWBCI Good Practice Guidelines 2013 4511%18%13%1%21%8%25%3%BCI Membership 2013outside the UKAfricaAsiaAustralasiaCentral America & West IndiesEuropeMiddle EastNorth AmericaSouth America The most comprehensive and independent view of current thinking in Business continuity (BC)

3 Written by BC professionals for BC professionals Body of knowledge for Business continuity Used in training and examining individuals and organizations Reference material for Academic institutions The BCI Good Practice Guidelines 2013A Guide to Global Good Practice in Business ContinuityBCI Good Practice Guidelines 2013 6 Provides not just the what to do , but answers the why , how and when of good BC Practice Reflects current global thinking in BC; aligned to ISO 22301:2012, the new international standard for Business continuity ManagementThe BCI Good Practice Guidelines (GPG) 2013 BCI Good Practice Guidelines 2013 7 Why do we produce the GPG?

4 National and International standards for BC Legal and regulatory requirements to have BC GPG is an independent view of thinking in the discipline Enhances and complements existing and emerging standards in BC, Crisis Management, Incident Management, Emergency Planning and Organizational Resilience and Governance, Risk and Compliance. Is the foundation for certification and training for BC professionals worldwide. BCI Good Practice Guidelines 2013 8 BCI Good Practice Guidelines 2013 9 Business continuity Frequently Asked QuestionsWhat do we use BC for?

5 How well do BC and risk management overlap?Are BC and organizational resilience the same thing?What is the difference between BC and Emergency Management?How do BCMS standards overlap with other standards?What has changed from the 2010 GPG? Principles of practicing Business continuity remain the same but the good Practice has moved on in many areas with the emergence of ISO 22301. Six Professional practices that make up the BCM Lifecycle(Management and Technical practices ) have been renamed for simplicity.

6 There is a distinction made between the wider discipline of Business continuity (BC), Business continuity Management (BCM) the Business continuity Management System (BCMS) associated with practicing Good Practice Guidelines 2013 10 BCI Good Practice Guidelines 2013 The capability of the organization tocontinue delivery of products orservices at acceptable predefined levelsfollowing a disruptive :ISO 22301:201211 The definition of Business ContinuityBCI Good Practice Guidelines 2013 A holistic management process thatidentifies potential threats to anorganization and the impacts to businessoperations those threats, if realized, mightcause, and which provides a framework forbuilding organizational resilience with thecapability of an effective response thatsafeguards the interests of its keystakeholders, reputation, brand and value creating :ISO 22301.

7 201212 The definition of Business continuity Management (BCM)BCI Good Practice Guidelines 2013 Part of the overall system that establishes,implements, operates, monitors, reviews,maintains and improves : ISO 22301:201213 The definition of a Business continuity Management System (BCMS) Improving organizational resilienceBCI Good Practice Guidelines 2013 14 The BCM LifecycleBCI Good Practice Guidelines 2013 15 The Six Professional PracticesBCI Good Practice Guidelines 2013 16PP1 Policy and Programme ManagementPP1 Policy and Programme ManagementDefines an organization s policy relating to BC, how it will be implemented, controlled and validated through a BCM programme.

8 Setting BC Policy and determining the scope of the BCM programme Defining governance and assigning roles and responsibilities Implementing a BCM programme, managing documentation using programme and project management techniques Managing outsourced activities and supply chain continuityBCI Good Practice Guidelines 2013 17 BCI Good Practice Guidelines Training Course Module One Version BCM programme operates at three levels:StrategicDecisions are made and policy is determinedTacticalOperations are coordinated and managedOperationalActivities are undertakenPolicy and Programme Management 18 BCI Good Practice Guidelines Training Course Module One Version initiation processPlanning.

9 Co ordination and implementation of projects Maintaining levels of awarenessBCM programme managementImplementing a BCM programme20PP2 Embedding Business ContinuityPP2 Embedding Business ContinuityThe Management Professional Practice that continually seeks to integrate BC into day to day business activities and organizational culture. Organizational Culture Skills and Competence Managing a Training Programme Managing an Awareness CampaignBCI Good Practice Guidelines 2013 21 BCI Good Practice Guidelines 2013 Organizational Culture Shared assumptions, beliefs.

10 Values and patterns of behaviour The way things are done around here 22 Organizational CultureBCI Good Practice Guidelines 2013 It is essential that all individuals undertaking BC related tasks at any level have the appropriate level of competence for the role Training Knowledge Experience Establish current level of awareness and competence Specify the desired level Develop training programme and awareness campaign to address the gap 23 Skills and Competence24PP3 AnalysisPP3 AnalysisReviews and assesses and organization in terms of what its objectives are, how it functions and the constraints of the environment in which it operates.