Business Continuity Planning (BCP) & Disaster Recovery (DR) Templates

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This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here: http://flevy.com/browse/business-document/business-continuity-planning-bcp-and-disaster-recovery-dr-templates-837 This Excel document provides a set of templates to capture data and analysis when conducting a Business Continuity Planning (BCP) and Disaster Recovery (DR) project for any size organization. These templates were originally developed for a large, international enterprise with locations in multiple geographies. This workbook contains 5 sections: Business Impact Ratings - This sheet captures every critical business process (CBP), as identified by their respective owners, within the organization. For each CBP, important information is captured: impact analysis, tier rating, dependencies, and critical times. Current State Inventory - This sheet provides a high-level snapshot of the organization?s readiness to respond to a crisis or emergency. Information to be inventoried includes alternate work sites, laptops, remote access connections, Blackberries, DR plans, BCPs, and phone trees. Inventory and Assessment - This template captures important emergency contact and facility information for all domestic and international sites within the organization. Findings Report - This spreadsheet outlines all findings and issues within the organization, as identified through the BCP evaluation process. Each such finding is associated with a risk type; analyzed for possible remediation; associated with department(s); associated with critical business processes (as identified in Business Impact Ratings); and rated on several measures of risk, urgency, and cost to remediate. Risk Category Definitions - Each BCP finding is categorized within a defined set of 16 risk types to facilitate the analysis of similar findings and risks. These risk category definitions are captured in this spreadsheet.

Business

BCP ID
Business
Unit
Department
Do you have an alternate
work site identified? If so,
where.
Who has
Remote
Access?
Remote access
requested? How
many?
Blackberry
Devices?
Blackberries
requested?
How many?
Laptops?
Laptops
requested?
How many?
Documented
DR Plan?
BCP Plan?
Phone Tree /
Contact List?
Off-site Storage
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More Information: https://flevy.com/browse/flevypro/shareholder-value-traps-5239 Changing industry ecosystems and competition today demand from the organizations to undergo strategic shifts. The purpose of a company is undergoing Business Transformation from serving the interest of shareholders to serving all stakeholders that influence the organization. Shareholders are often considered the only stakeholders that invest in a business. Senior management needs to be cognizant of the importance of shareholders as well other stakeholders who create value for the organization. They should work on building a collaborative Organizational Culture and paying heed to the welfare of all those groups that play a role in organizational growth. This warrants a thorough evaluation of all stakeholders, their long-term interests, and Value Creation — or Value Destruction — potential for the organization. But first, this calls for finding answers to the following key questions: Who creates the most value for the organization? Who among the stakeholders typically secure the best deals from the organization? Who is the victim of having the worst deals from the organization? Who among the stakeholders is potentially untrustworthy? Are there any intermediaries or stakeholders fulfilling their personal agendas? Answering these questions is critical for the executives, otherwise they may risk falling into Shareholder Value Traps. Recognizing and understanding stakeholder value traps while the managing stakeholders’ various interests helps executives achieve shared and individual long-term goals. These 5 common traps prevent stakeholders’ interests to get integrated with the interests of the organization and destroy the value of a company if overlooked: Ignoring cash-flow driving stakeholders while distributing cash Miscalculating reaction from stakeholders Supporting under-performing units Conceding to willful vulture capitalists Misjudging intermediaries role in transactions Got a question about this presentation? Email us at support@flevy.com.

[Whitepaper] Shareholder Value Traps: How to Evade Them and Focus on Value Cr...

Flevy.com Best Practices

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