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Strategic Session 2 BCMS Capability Maturity Model Sandesh Sheth Joe
McHugh Learn an approach for developing a Business Continuity Management System (BCMS) Maturity Model (MM). The development of a Maturity Model for BCMS would ensure the ability to measure the present maturity level, ability to benchmark and hence track improvement. The prerequisites for such a model would be that it be based on the three major building blocks of BCMS and that the maturity levels are SMART – specific, measurable, achievable, realistic and time-bound. This session addresses the needs of professionals who are entrusted with developing, implementing and validating the BC and DR plans for their organizations. Sandesh Sheth, PMP, CISA, Six Sigma Black Belt, is a business continuity consultant. He represents Enterprise Risk Management Consulting Group of Satyam Computer Services Limited. Managerial Session 2
Dave Morgan, MBCP Risk management is undergoing a metamorphosis in the business world. Compliance issues raised from the Sarbanes-Oxley (SOX) legislation and other recent regulatory requirements are motivating companies to more formally organize risk management departments. This session will present an overview of risk management principles and how they relate to business continuity planning methodologies. You will learn about the standard and accepted practices of risk control and risk financing and see how they relate to what we do as business continuity practitioners. You will also learn how you can become more proficient in the principles of risk management and what the connection is between compliance and risk. David Morgan has been a business continuity professional since 1990 where he worked for a national insurance company as their BC manager before opening up a business continuity consulting practice. He serves as president of the Northern California Business Recovery Managers Association. Technical Session 2
Cedric Mitchell We all know that project management plays a significant role in our business continuity and disaster recovery programs. How does an organization ensure that the program stays in sync with the rest of the business? This presentation recognizes that getting continuity planning into every aspect of the organization has always been a struggle. Aligning your BC program with ITIL efforts of the rest of the organization provides a way to further the BCP program and ensure that the program is meeting the needs of the business. IT Infrastructure Library (ITIL) provides comprehensive guidelines that bring together the ‘best practices’ for service management and touches all parts of an organization. ITIL has a framework of areas that address unique services provided to support the business. Cedric L. Mitchell is an Air Force senior electronics engineer currently completing a 1-year Education With Industry (EWI) assignment at a major industry telecommunications company. He spent this year assigned to an Information Technology (IT) Service Continuity unit working IT Disaster Recovery and Business Continuity projects. Projects included: Development of organizational business continuity plans; DR Exercise Program Design and Enhancement; as well as implementation of an IT Infrastructure Library (ITIL) and Control Objectives for Information and related Technology (COBIT) inspired initiativeto drive quality and standardization changes across the IT Operations organization. Emergency Response Session 2 Workforce Continuity and Employee Accountability: Communications Best Practices Chris Glebus
After a series of major events over the past few years and a growing recognition of associated downtime costs, many organizations have become aware of the need to implement resilient capabilities within their communications and IT systems. Managing IT systems outages is critical, but failure to effectively plan for management of your human capital can be even more expensive. A recent Forrester study of NA and European BC planners and decision makers showed that while almost 70% of their organizations have plans in place to recover data centers and communications, less than 25% of them feel that they have planned to support and recover their workforces. Improvements in workforce continuity planning can yield significant benefits, not only to staff morale and safety, but to organizational resilience during a crisis. Chris Glebus is a Certified Business Continuity Professional (CBCP) and has worked in the business continuity industry for nine years. She also is the President of the NorthEast Disaster Recovery Information X-change (NEDRIX) organization and has been a Board member for six years. Steve Zirkel has more than 18 years of CRM and contact center industry experience. As GM of the BC segment, he drives the growth, knowledge and innovation, as well as directing the overall operations for the company. Advanced Session 2
Randy Till CBCP A successful business continuity program in today’s ever-changing global business climate is dependent on gaining executive management participation. To succeed in this endeavor, executive management will require measurements and reports in order to effectively set the direction and expectations for the BC program. This involvement by management will help to drive the business continuity within the organization based on the strategic direction and mission of the corporation. BCP as a core business function has continued to evolve within organizations and is today becoming a formal program in many companies. The success of a strong BCP has always required the management commitment towards resources and funding. Randall Till, CBCP, is a senior business leader at MasterCard Worldwide where he is responsible for developing and implementing an enterprise-wide business continuity management program. Information Session 2
Kathryn McKee In putting your emergency preparedness, response and continuity plans together, how much thought have you given to the people side? First Interstate Bancorp has implemented a comprehensive human resources plan and program. Learn what role the HR function plays in your BCP, the HR policy contingencies, and how to equip managers to deal with traumatized employees. A review of employee communications plans will be included. In addition, learn about the extensive use of critical incident stress debriefing and a comprehensive manager-training program to help managers and supervisors recognize behavior that may be caused by trauma. You’ll come away with an enhanced understanding of how a high degree of care had a powerful impact on employee morale and productivity. Kathryn McKee, SPHR, is president of Human Resources Consortia where she offers consulting on human resources strategy, leadership and executive coaching.
Disaster Recovery Journal
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The Changing Face of Risk Management
Incorporating BCP into Your ITIL Efforts
Effective Management Of The Business Continuity Program Through Oversight And Reporting.gif)
Leading People Through Disasters:
The People Side of Planning
