Sunday Workshop Sessions
Sunday 1:30 - 4:30 p.m.
Sessions are rated: novice for those in the industry less than two years; intermediatefor those in the industry for two to five years; and advanced for those in the industry formore than five years.
Sunday Workshop Session 1
Business Impact Analysis Beginning to End
|Barney Pelant, MBCP, Barney F. Pelant & Assc.|
The Business Impact Analysis (BIA) project isthe logical first step in the development of a business continuity program.
The project provides the business rationale for disaster recovery and business continuity planning.
A BIA can help an organization to learn their current capability to recover from a disastrous event.
Also, the BIA can help validate that the plan in place is really meeting the organization’s business needs.
During this workshop we will examine the successful methods for achieving timely desired results.
This workshop will be interactive, sobring your questions and come share your experiences! This speaker will also present a detailed workshop onTuesday.
Barney Pelant is owner and director of Barney F. Pelant & Associates. He has held the certification of Master Business Continuity Professional (MBCP) from DRI International since 1997.His experience ranges from the design and development of domestic and international business centers, to the development ofcontingency plans to ensure their on going viability.
Violence a Preventable Disaster - Understanding and Reducing the Risk
|David Smith, Prof. Workplace Interaction, Inc.|
Far too often, there is misunderstanding about what organizations can or should do to reduce and manage the risk of violence in the workplace. The good news is that much can be done to reduce therisk.
Research on workplace violence has shown that warning signs and detectable in appropriate behaviors usually precede acts of violence. This workshop will prepare participants to recognizethe basic danger signals, enabling them to provide intervention or seek assistance before problems escalate. Participants will receive proven methods to combat therising tide of workplace violence and proactive steps that can dramatically reduce the risk of litigation and future legal claims.
David A. Smith, founder of Professional Workplace Interaction, Inc., has extensive experience in executive management, field operations, product launch and financial management at the corporate and small business levels.
Sunday Workshop Session 3
Pandemic Planning: Lessons Learned
|Elizabeth Alexander, Capgemini – New Horizon System Solutions|
Kurt Sohn, Capgemini
Since the emergence of the SARs virus in 2002 there has been a heightened awareness around Pandemic Planning. At the point that the H1N1 virus emerged in Mexico in April 2009, Capgemini’s Continuity Planning Group was in the process of creating a Pandemic Plan to support operations in North America. The urgency in preparing and responding to this virus placed the development of this program squarely on the fast track. This session is a practical workshop for novice/intermediary BC Planners that will describe the lessons learned in the building and development of a robust and realistic Pandemic Plan (including examples of the plan, collateral used to collect information, policy information and marketing materials we created and used). We will address client expectations; how various business units in the organization (e.g. Legal/HR) were engaged; audit response; issues relating to unionized employees; and much more.
Your questions and shared experiences will be encouraged to make this truly an interactive workshop.
Elizabeth Alexander, CBCP, is a senior BC/DR planner in Capgemini’s Continuity Planning Group and is based in Toronto, Ontario. She has been involved with business continuity and disaster recovery since 2000 and was a key player in creating a Corporate Pandemic Program for a previous employer. Ms. Alexander is a member of the Capgemini Pandemic Planning Leadership Team for North America.
Kurt Sohn, CBCP, is the senior manager of Capgemini’s Continuity Planning Group and is based in Dallas, Texas. He has more than 25 years experience in the IT Industry; and he has worked the last 12 years specifically in business continuity program management. Today he leads a team of nine DR Managers and five DR analysts who support clients and Capgemini’s internal needs across North America in delivery of DR, BC, ERP and pandemic programs. Mr. Sohn also currently chairs the Capgemini Pandemic Planning Leadership Team for North America. This team includes senior management from the HR and legal departments, and representation from facilities management, corporate communications and Capgemini’s Health team.
Sunday Workshop Session 4
How to Build a Remote Work Program for a Business Continuity Plan
|Brandon Dempsey, Suite Commute|
Jill Adams Suite, Commute
In June of 2006 the I.R.S.’s headquarters in Washington D.C. was flooded with 24 feet of water. Subsequently 2200 employees were instantly without a place to work. Issues were quickly addressed, and the majority of employees were able to work productively at home or other remote work location.
The I.R.S’s Continuity of Operations Plan (COOP) was put to the test and proved effective. Since then Senate Bill 1000, “The Telework Enhancement Act of 2007” has been introduced to the Senate, which will mandate that all Federal employees are eligible for remote work. Learn why Remote Work is an emerging solution to BC planners everywhere, and what you must do in order to make it successful. Learn how to build a Remote Work.
program that limits corporate liabilities, while increasing employees and the companies ability to respond to an emergency.
Brandon Dempsey’ is vice president of SuiteCommute. He actively develops formal customized Remote Work programs, trains clients, incorporates virtual work options into BCP, and conducts speaking engagements.
Jill Adams has more than 17 years of experience in human resources management, telework, business continuity, and consulting to both the public and private sector, including Fortune 100 and 500 companies.
Sunday Workshop Session 5
The Intersection of BCM and ERM:Risk Identification, Assessement, and Mitigation
|Matthew Gardner, CBCP, Armodis Consulting|
Identifying potential events that may adversely affect an organization and implementing appropriate strategies to ensure business objectives are met are significant components of any successful BC management and/or enterprise risk management program. At the heartof the professional practices for BC practitioners liesthree subject areas integral to this intersection: riskevaluation and control, business impact analysis, and BC strategies.The practice of enterprise risk management, on the other hand, is centered around a comprehensive, yet simple, process comprised ofthe following five risk management activities; 1. Identify, 2. Assess, 3.Evaluate, 4. Mitigate, and 5. Monitor. Explore best practice techniquesfor identifying potential risk events, assessing the risks in terms ofpotential impact and likelihood, and evaluating opportunities to alter, or mitigate, the risks. In addition, we’ll highlight how BC strategies can be utilized as a means of mitigating potential risks. Learn how enterprise risk management best practices can easily be applied to strengthen a business continuity management program.
Matt Gardner, CBCP, is a leading strategic management consultantand president of Armodis Consulting LLC where he offers clients practical solutions to improve performance and attain desired results.
Sunday Workshop Session 6
Mock Disaster Exercise
|Session Limited to 200 Participants, Sponsored By MailGard|
Test your knowledge and skills as you work together to respond to amulti-alarm fire in your corporate headquarters. Fire, water and smoke damage are the initial issues, but impacts to human life, facilities, financial, and compliance requirements must all be evaluated.
Mail-Gard’s mock disaster exercise will explore the impact of adisaster declaration on areas of a company previously overlookedin most other disaster drills. The effects from a shutdown to your operations center reach longer and deeper into a company’s core than you may realize. The facility-wide outage experienced from afire may be brief, but certain segments of the company are bound tobe inaccessible. How will you deal with accounting, administrative,facilities, operations, and human resource issues that affect acompany unable to communicate with their most important resource…their customers?
As with all prior mock disaster exercises there will be unexpectedsituations and incidents that will challenge participants to collaborateand respond to emerging events.
Mail-Gard is proud to partner with Ed Devlin & Associates to conductthe mock exercise. Mail-Gard is the nation’s leading provider of criticalcommunication recovery services specializing in print and mail solutions,along with e-bill, email and crisis notification services.