Planning a Table Top Exercise - EPICC

1 Planning a Table Top ExercisePhoto courtesy of FEMAF ebruary 2008 Laurie PearceDon BindonAgendaPhoto courtesy of Common Terminology3 What is it you need to know? is it you need to know?4. Developing a Scenario5 Exercise Time! Time!6. Questions 7 Wrap Up IntroductionsY Your name Yo u r organization Why did you yypick this workshop?workshop? Who are we? Who are we?Continuum of ExercisesContinuum of ExercisesTa b l e TopFull Scale/ ComprehensivepPlan Review More Experience Greater Complexity Greater Complexity More Preparation Time Increased CostIncreased CostBasic DefinitionsPlan Review ExerciseA review of the plan with its owner to reviewits owner to review structure, content and objectives of the planobjectives of the planBasic DefinitionsTa b l e To p E x e rc i s eA review of the processes and procedures that would be used in aprocedures that would be used in a real disaster.

2 Used early in the iiexercise program to detect issues that may interfere with the conducting of a realistic simulationBasic DefinitionsWalk Through ExerciseMethods shift from paper-based topaperbased to hands-on. Physical actions are requiredactions are required to determine if procedures in planprocedures in plan will DefinitionsModular/Component ExerciseExercise focuses on a single critical business function like a call tree or single server DefinitionsFunctional/Line of BusinessExercise activity is grouped according to the purpose or manner in which elements work or are used.

3 An example would be an Exercise Photo courtesy of FEMA utilizing the DefinitionsSimulation/Mock ExerciseA simulation Exercise generally simulates a disastergenerally simulates a disaster and exercises the response & recovery roles &recovery roles & responsibilities in a realistic DefinitionsComprehensive/Full Scale ExerciseExtensive and complex Exercise that engagesexercise that engages many of the elements of the organization Photo courtesy of FEMAof the organization may re-enact the worst case scenariocase of ExercisesShd ldScheduledSiSurpriseKey Factors for A TabletopKey Factors for A Tabletop ExerciseExercise DevelopmentpExercise ParticipantsScenario DevelopmentExercise Plan DevelopmentExercise Plan DevelopmentDon t have the same people who develop the plan writewho develop the plan write the exerciseUse a committee to write the exercisewrite the Exercise provides another lititlearning opportunityExercise Plan DevelopmentExercise Plan DevelopmentDon t write the Exercise to point outexercise to point out the weaknesses (but th th)that may happen)

4 If you see a weakness fix it before the exerciseExercise Plan DevelopmentExercise Plan DevelopmentKeep it simple and straightforward!Don tmakeittoobigDon t make it too big a scenario and too li t dcomplicatedExercise Plan DevelopmentExercise Plan DevelopmentDevelop a disaster scenario not a t make it a doomsdaya doomsday scenarioExercise Plan DevelopmentExercise Plan DevelopmentIf you only use the process when it isprocess when it is a really big one, it bbecomes a disincentive to Exercise for day-to-day operationsPhoto courtesy of FEMAypExercise Plan DevelopmentExercise Plan DevelopmentNeeds to be about team building and relationshipbuilding and relationship building.

5 It s early in the yprocessExercise Plan DevelopmentNf ltiExercise Plan DevelopmentNo fault Exercise Blame the man notman, not the plan Blame the plan, not th the man Exercise Plan DevelopmentExercise Plan DevelopmentTake the time to Prepare! Exercise ParticipantsExercise ParticipantsCaution re: numbers!Organizational behavior researchbehavior research would suggest no 1imore than 15 in the exerciseExercise ParticipantsNever have anExercise ParticipantsNever have an Exercise before kihmaking sure that people are trained re: plan, process and the roles and responsibilitiesExercise ParticipantsMki ld th ihtExercise ParticipantsMake sure you include the right people in the room have those in ol ed that can make theinvolved that can make the appropriate decisions(inputs should reflect the right level e g middleright level , middle managers middle management decisions)management decisions)

6 Exercise ParticipantsExercise ParticipantsRemember that people will do what they are used to do y so training will need to be oftenneed to be oftenScenario DevelopmentScenario DevelopmentIf it s too complicated people will start to ppfocus on the scenario to the point that theyto the point that they forget to work together as a teamtogether as a teamScenario DevelopmentDetermine the scopeScenario DevelopmentDetermine the scopeIs this a tabletop for: your business (single site)? yg multi-site? industry-wide?industrywide? with partners?

7 Scenario DevelopmentScenario DevelopmentIn most exercises the scenarios always worsen the inputs make it worse ..which is the opposite from real oppos teoealife where things do get betterget betterScenario DevelopmentScenario DevelopmentSo, make sure the scenario has a positive outcomehas a positive no need to be Pollyanna but the scenario shouldthe scenario should demonstrate improvementimprovementScenario DevelopmentScenario DevelopmentMake sure that the scenario engagesscenario engages the right people and that the scenariothat the scenario includes them ( , illllk)single payroll clerk)

8 Who isn t thereScenario DevelopmentScenario DevelopmentCertain thingsCertain things need to be specific notspecific not generic Scenario DevelopmentHave to reinforce yourScenario DevelopmentHave to reinforce your business continuity ld tjtfplan don t just focus on emergency business functions should be exercisedexercised Scenario DevelopmentInclude non-critical business Scenario Developmentfunctions to ensure that there is an understanding of what isan understanding of what is critical and not criticalConsider what you are titdllnot going to do as well as what you are going to do Scenario DevelopmentScenario DevelopmentConsider what links it ithexist with emergency responders consider their immediate arrival versus a short delay, or a long delayScenario DevelopmentTake people out ofScenario DevelopmentTa k e people out of their comfort zone hhdlihhave them deal with emergency management situations that are not part of ptheir normal practice or day-to-dayor day-to-day Scenario DevelopmentScenario DevelopmentDon ttestDon t test communications!

9 Scenario DevelopmentScenario DevelopmentRemember that nothat no scenario ever unfolds as isunfolds as is practiced in l lif !real life!Introducing the CompanyIntroducing the CompanyEPICC InternationalInternational the SituationIntroducing the SituationThe BkdBackgroundThe ObjectivesjIntroducing the ScenarioIntroducing the ScenarioExplosion!!Ta s k O n eComplete theTa s k OneComplete the scenario to iincorporate the points listed in the background g& to meet the objectivesobjectivesTa s k Tw oTa s k TwoIdentify the resourcesresourcesTa s k T h re eDevelop an Ta s k ThreeInput to meet the Objective jAn input should bring gout a situation for thefor the participants to tiactionLet sPlayLet s PlayConsider Does the input make sense?

10 Does it meet the objective?objective?ReviewReview Did the inputDid the input make sense? Did it meet the Did it meet the objective?Key Factors for A TabletopKey Factors for A Tabletop ExerciseExercise DevelopmentpExercise ParticipantsScenario De elopmentDevelopmentQuestions?