This column will concentrate on some of the recent legal actions that have been, or will shortly be, resolved. It points out the role of one of the crisis management team members I frequently talk about.The legal representative from the crisis management teams at the following organizations have been busy:
While attending the recent Disaster Recovery Journal’s conference in San Diego, I spent some time with attendees (friends) from a former consulting client of mine. They told me they were preparing for their upcoming exercise of the members of what I call "The Crisis Management Team" (CMT). My friends had decided on the scenario they would be using during the exercise. They were brainstorming on issues they would add to enhance the basic scenario. We talked about the importance of the scenario, as it related to the successful completion of an exercise.
The Perspective of Ed Devlin Live, Late-Breaking and Flooded
The Perspective of Ed Devlin
Recently, a number of BCP professionals have said to me they are finding it difficult to maintain the support of the senior executives for the business continuity program. This is pretty common. Executives often feel they have expended a large investment in implementing the BCP program, and it should no longer require large amounts of money, or time, to maintain it. They fail to understand the BCP is a living, breathing program. It requires changes to it anytime changes are made to the operations of the organization. In addition, contracts they have committed to, for backup sites, off-premises storage, etc. continue in place. As the organization’s business functions continue to grow, or as the organizations products or services continue to grow, so do the requirements for the business continuity program. Some executives fail to understand that after the business unit’s plans have been documented and implemented, they must be exercised. Exercises cost time