Business Continuity Plan DevelopmentJayne Howe FBCI , Managing Partner Emergency

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Business Continuity Plan Development

Author            :Jayne Howe FBCI

Designation    :Managing Partner

Company        :The Howe Partnership

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Synopsis

Business Continuity Planning projects, as well as projects for Disaster Recovery capability, are initiated, or ‘born’, from many different sources. Why do organizations undertake the often-daunting task of building comprehensive business continuity capabilities? Whatever the reason that upper management is now talking about business continuity within an organization, it is still a long way from having them commit funds, resources and time to activating a business continuity project and understanding the on-going corporate cultural change that will become an integral part of their day to day business long term.

One of the most effective methods used to ‘sell’ business continuity to upper management, is to approach it with the appropriate corporate ‘hot button’. Although a company may sell a product or service as their business, their immediate concern may in fact be continued customer service capability or protecting their corporate image rather than ensuring production. It’s important to know which ‘angle’ to use when approaching management for business continuity project approval and support. Therefore, if building a business continuity capability can ensure protection and continued availability of the true critical mandate, from management’s point of view, there is a better chance of success in obtaining appropriate funding and resources.

Timing can also become a critical factor when the reason to initiate a business continuity planning project comes from regulatory bodies which have compliance deadlines or from an auditor’s report which will have an annual review.

Once the appropriate hot buttons have been identified, a cost/benefit analysis should be prepared which demonstrates the benefits to the company of ensuring the protection and ongoing availability of those critical mandates. A cost/benefit analysis isn’t always just about hard cost. The analysis should be broken into three sections:

Project Costs - Start-Up and On-Going
Projected Rebuild Costs
Projected Potential Savings

Once the corporate decision has been made to pursue business continuity planning as an initial project, and hopefully, as an on-going corporate process, it is critical and beneficial to disseminate this information throughout the organization.

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