SPRING 2012 • VOLUME 25, NUMBER 2
Contents
12 – Risky Management
Risk management practitioners recognize a myriad of threats to “business as usual.” Increasingly, one risk seems to be coming to the fore, and there is little a practitioner can do to avoid or
mitigate it. That risk is management. By JOHN GLENN
16 – Leveraging Project Management Tools for Success
Statistics have repeatedly shown that many projects fail to deliver on scope, on budget, and
on the expected delivery date. This is no different for business continuity management (BCM)
projects. A myriad of variables can obstruct and impact a project’s success, and if success is to
be achieved, there must be some knowledge of how to manage a BCM project from initiation to
delivery. Many have what they believe to be project management skills, though often this isn’t
the case and rarely ends in success. By A.ALEX FULLICK, MBCI, CBCP, CBRA
22 – Establishing an Effective BC Steering Committee
Business continuity professionals work in a 360° environment and manage in “matrix mode” in
order to implement new initiatives to make their organizations more resilient. Throughout that,
one of the biggest challenges is managing executive stakeholders as they hold the key to success, whether through funding allocation, resource allocation, or just by influencing the team’s
perception of the importance of a given BCP project. By FRANK S. NESTORE
26 – Stepping Up In the Face of Crisis
You must be ready for anything at anytime to survive in today’s business environment. Your
success depends on a long-range strategic plan and a strong, focused team to implement that
vision. By JAY OXTON
30 – An Update on TC 223 and ISO 22301
There are numerous articles and conversations currently taking place regarding ISO 22301
and ISO Technical Committee (TC) 223 in general – some based on fact, but many based on
assumption and rumor. So, what’s the real story on ISO 22301 and the work being performed
related to societal security? By BRIAN ZAWADA
36 – Life of the Party
So, you’ve always had a desire to be the life of the party. One sure way to be popular is to be
the designated business continuity planner. By RON FAUSET, CBCP
40 – Disaster in the Making
In the weeks and months that followed the Sept. 11, 2001, terrorist attacks, about 25 companies
located in or around New York’s World Trade Center immediately accessed the mission-critical
back-up data needed to get their businesses up and running again. By MARK A. EMERY
46 – Training and Awareness in Business Continuity
Benjamin Franklin said, “Without continual growth and progress, such words as improvement,
achievement, and success have no meaning.” By TIM BONNO, CBCP
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COVER — Risky Management
Page 36 — Life of the Party
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Page 40 — Records Management
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