BCM Institute MTE Dr Goh Moh Heng - Holistic Approach to Implementing Business Continuity Management with Funding
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BCM Institute MTE Series: http://www.worldcontinuitycongress.com/wcc08/mte.html As part of the C3 Program in the region, BCM Institute has brought together experts to assist businesses and organisations to be resilient. Partnering with various global experts the program ensures that each program receives holistic support from Training (Competency) to Implementation (Capability) to Certification (Capacity) for both organisations and personnel.
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BCM Institute MTE Dr Goh Moh Heng - Holistic Approach to Implementing Business Continuity Management with Funding
- 1. A Holistic Approach to Implementing Business Continuity Management with Funding Dr Goh Moh Heng PhD, BCCE, DRCE, BCCLA President 23 November 2010 Holiday Inn Atrium Singapore
- 2. Dr Goh Moh Heng • President – Business Continuity Management (BCM) Institute – www.bcm-institute.org • Managing Director – GMH Continuity Architects – Asia Pacific BCM Consulting Firm – www.GMHasia.com • Professional BCM Appointments – Technical Advisor for TR19:2005 & SS540:2008 BCM Standard (Management Council and Technical Committee) www.ss540.org – Project Director, Technical Working Group for SS507:2004 • ISO/IEC 24762 Guidelines for BC-DR Services http://www.bcmpedia.org/wiki/Dr_Goh_Moh_Heng 2
- 3. Dr Goh Moh Heng Prior Appointments • Government of Singapore Investment Corporation (GIC) • Standard Chartered Bank – Global Head for BCM • PriceWaterhouse (Coopers) • Past Certification Broad Member for DRI International’s Certification Board • Past Executive Director for DRI Asia • Senior Technical Advisor, China Business Continuity Management Forum http://www.bcmpedia.org/wiki/Dr_Goh_Moh_Heng 3
- 4. BCM Institute • Started in January 2005. • Provide competency based BC-DR training to all levels. • Certify BC-DR professionals globally. • Started Certification programme in April 2007. • More than 1500 professionals from 850 organizations and 40 countries. 4
- 5. Professional Certification Business Continuity IT Disaster Recovery BCM Audit Membership 5
- 6. Developing a Holistic Business Continuity Management Program
- 7. Agenda • Overview of Holistic Implementation Support • Organization & Personal Certification • BCM Roadmap • Competency Built-in Implementation 7
- 8. 80% Government Grant 70% Government Grant 70% Government Grant 70% Manpower (Salary) Claims of all Participants Holistic Implementation Support 8
- 10. 10
- 11. BCM Planning Methodology 11 Source: Goh, Moh Heng (2008): Managing Your Business Continuity Planning Project 2nd Edition ISBN: 978-981-05-9767-2
- 12. BCM Planning Methodology & Singapore Standard for BCM (SS:540) BCM Planning Process/ BCM BoK Project Management RiskAnalysisand Review BusinessImpact Analysis RecoveryStrategy PlanDevelopment Testingand Exercising Program Management Singapore Standard for BCM (SS540) Risk Analysis and Review l Business Impact Analysis l Strategy l BC Plan l Tests and Exercises l Programme Management l l
- 13. BCM Roadmap Business Continuity Reports – BC Plan BC-DR Test / Exercise External SS540/BS25999 Audit Internal Audit Policy and Framework 3 4 5 6 Risk Analysis Report Business Impact Report Recovery Strategy Report Business Continuity Plans Test Plan Program – Project - Organisational Development1 Training and Competency Development2 Designed to be in alignment to SS540 and BS25999 Mandatory Requirements 13
- 14. BCM-8540
- 15. BCM Internal Auditor Business Unit Coordinator/ Representative BU Technology/ Support Coordinator/ Representative Organization BC Manager BCM Steering Committee • Chairperson • Project Sponsor • Head of Business Units
- 16. BCM Internal Auditor Business Unit Coordinator/ Representative BU Technology/ Support Coordinator/ Representative Organization BC Manager BCM Steering Committee • Chairperson • Project Sponsor • Head of Business Units BCM 8450 BCM 820 DRP 5000 BCM 5000 BCM 100
- 17. BCM-5000 – Implementing and Managing BCM • Advance BCM course for BCM Project Managers or Business Unit Coordinators • 4 full day training • 1 half day 150 MCQ Examination • SGD $ 3,850 before CITREP • SGD $ 850 after CITREP (Additional $200 absentee payroll reimbursement for companies) • Leads up: 17
- 18. DRP 5000 – Implementing and Managing IT Disaster Recovery • Advance BCM course for BCM IT Project Managers • 4 full day training • 1 half day 150 MCQ Examination • SGD $ 3,850 before CITREP • SGD $ 850 after CITREP (Additional $200 absentee payroll reimbursement for companies) • Leads up to:
- 19. BCM 8540 – BCM Lead Auditor • Advance BCM Lead Auditor course for experienced financial auditors, standards/QMS auditors and experienced advanced BCM Professionals • 4 full day training • 1 half day 150 MCQ Examination • SGD $ 4,000 before CITREP • SGD $ 1,000 after CITREP • Leads up to:
- 21. BCM 820 – Implementing Business Continuity Management • Intermediate BCM Training for organisations to implement Business Continuity Management. • Option to integrate consulting as a Training Led Consultancy to implement BCM. • 1 full day training • 4 half day modulated workshops • 50 MCQ Examination • SGD $ 3, 350 before CITREP • SGD $ 670 after CITREP (Additional $50 absentee payroll reimbursement for companies)
- 22. Competency Built-in Implementation Business Continuity Reports – BC Plan Business Impact Analysis Recovery Strategy Plan Develop- ment Risk Analysis & Review Program Management Fundamentals of BCM Session 3 Session 4 Session 5 Session 6 Each Session-Day is a minimum of 2 weeks apart Session 2Session 1 Policy and Framework Risk Assessment Report Business Impact Report Recovery Strategy Report Business Continuity Plans Test Plan Testing & Exercising
- 23. THANK YOU Dr Goh Moh Heng President Mobile: +65 96711022 Tel: +65 63231500 Fax: +65 63230933 Email: moh_heng@bcm-institute.org
Notas do Editor
- BCM Institute Leading global Business Continuity (BC) & Disaster Recovery (D R) Institute. Established in 2005. Offers a wide range of quality BC and DR courses. Certified over 1,250 professionals from 36 countries.
- MAJOR BCM AREAS This framework divides into 6 broad BCM areas: Risk Analysis and Review (This terms are similar for SS540 and BCM Planning Methodology) The potential threats and risks to an organization can be uncovered via a risk analysis and review of its internal operations and external operating environment. Examples of risks due to internal operations include malfunction of critical manufacturing processes, failure of Information Technology (IT) systems and fire which destroys plant facilities. Examples of risks due to external operating environment include terrorist attacks, floods, political turmoil and disruption of supply chain. Business Impact Analysis (This terms are similar for SS540 and BCM Planning Methodology) The potential impacts of risks actually occurring to an organization and affecting its ability to achieve its business operation and service can be obtained by conducting a business impact analysis. The later would include, where possible, quantifying the loss impact from both a number of days of business disruption and a financial standpoint. For example, a fire which destroys the finished inventory at the warehouse can result in delay of shipment to key customers for a few days and incurring impact such as contractual penalty. Strategy (Recovery Strategy) Based on these potential loss impacts the organization would deliberate and select the appropriate strategy or strategies to safeguards its interests. These strategies can be preventive or pre-emptive in nature. For example, outsourcing the risks to third parties or setting up of alternate facilities at another location would be efforts towards preventing and pre-empting potential loss impact. The rationale behind these strategies is to build resilience for the organization against impact of loss. Business Continuity Plan (Plan Development) From the selected strategies a detail business continuity plan (BC Plan) should be instituted in place to respond to risks which can occur and impact its business operation and service. The BC Plan would specify and allocate the resources and thereby building up the capability of the organization to respond to risk occurrences. For example, by specifying the BC roles and responsibilities of staff in the BC Plan the organization is better adapt to respond to occurrence of risks. Tests and Exercises (Testing and Exercising) An established BC Plan should be subject to verification via Tests and exercises. Tests and exercises expose probable errors and omissions in carrying out the established plan. It examines if the resources committed are accessible, available and adequate for undertaking the recovery efficiently and effectively. It checks if staff in the organization are familiar with recovery procedures. Overall Tests and exercises validate if the BC Plan indeed meet its recovery objectives. Programme Management (This terms are similar for SS540 and BCM Planning Methodology) Besides an established and thoroughly tested BC Plan the organization should demonstrate commitment in maintaining the currency of its plan through regular and systematic review of its risks and business impacts, realigning of its BCM strategies and revalidating of its BC Plan on a continuous basis. BCM should become an integral part of the organization’s operations, audit, testing, quality assurance, change management and culture. Ownership of BCM becomes embedded in individual business units where BCM risks reside. BCM is an ongoing management process and can be examined from 2 standpoints. Firstly, the impacts of issues and concerns arising from each of the 7 BCM areas identified above need to be examined. For example, the risk impacts upon people and physical infrastructure. Secondly, the direction and support needed to ensure that BCM efforts can be implemented and sustained. For example, organizational policies direct BCM processes to support BCM on an ongoing basis.