EDITORIAL ADVISORY BOARD
Lather, Rinse, Repeat
Kathleen Aris, CMP
By BOBBY WILLIAMS, MBCI, MBCP
SunGard Availability Services Inc.
Anna M. Bathon, MBCI, CBCP
Bank of America
Do the instructions on the shampoo bottle remind you of the life cycle for your BC program? If not, maybe your program needs a “proper” haircut. In May of 1979, I met a barber at the Fort Sill Reception Station that
changed my hairstyling forever. I no longer
focused on which side the part was on.
Of course, how to get your program on
a life cycle would depend on the infamous
question, “What is the scope of your program?” Some people put on the business
continuity hat only when an audit is eminent.
The rest of the time, they do their other project
management tasks. Some programs seem as if the life
cycle is a living organism. It has become like an infant
crying for its bottle at the most inopportune times.
Let’s look at a simple strategy to get your program
on a life cycle you can feed, nurture, and be proud of.
(Of course, you may have to change a few diapers
before you get it completely potty trained.) Looking
at the calendar, we notice there are 12 months. The
BCI Good Practice Guide has six sections. What
about two months per section?
January and February
Policy and Program(me) Management
Spend this time reviewing and updating your program organization and the policies and procedures
necessary to make your program function. This may
not be a trivial process in a large organization due
to the steps necessary to change a policy or a procedure. When I worked in the nuclear power industry,
I learned even the procedure to change a light bulb
was planned out in detail. All of the necessary safety
concerns were studied and approved by very senior
people and the Nuclear Regulatory Commission. To
suggest a change would take months of review just to
consider a modified procedure.
March and April
Embedding BCM in the Organization’s Culture
This is a good time to meet with your program’s
executive sponsor and bring him/her up to speed on
the progress, problems, and potential. It would also
be a good time to have your internal marketing or
HR department highlight business continuity in an
internal publication or write an article for DRJ. For
some areas of the country, just watching the weather
can bring your program back into the spotlight.
May and June
Understanding the Organization
Use this time to review the business impact analysis
(BIA) and your risk assessments. Time passes, weather
changes, and stuff happens. Review the company’s
marketing material and see if there is a new product or
service you didn’t know about. Has your CEO decided
to acquire a new company? Maybe the real estate
folks are looking to move your only production
facility to a new location. Risk assessments
and BIA’s have to be reviewed and renewed.
Theresa G. Crawford,
MBCI, CBCP, ITIL
MS, CEM, CBCP
Cole H. Emerson,
MBCI, MBCP, CPP
Cole Emerson & Associates
Beth Epstein, MBCI, CBCP
Colleen K. Huber,
MBCI, CBRM, CBCP
Great Lakes Educational Loan
Dr. Theresa Kirchner, MBCP, MBCI
Hampton Univ., Old Dominion Univ.
M.Sc., MBCI, CBCP
Desjardins Financial Group
Peter Laz, MBCP, MBCI
MS, MBCP, CORP, CDCP, MBCI
Business Continuity Services, Inc.
Jean D. Rowe,
MBCI, CBCP, CDCP
Bobby Williams, MBCP, MBCI
David H. Ziev,
MBCP, MBCI, ITIL