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In this section you can find an overview
of all the advanced business continuity resources added to this
website during the past few months. |
Lyndon Bird explains what the difference is between testing and exercising and offers some thoughts for improvements.
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•Type:
Article •Region: UK/Worldwide •Level:
Advanced
What are the advantages of running exercises with your critical suppliers? Harriet Wood provides a perspective from the brewing and pub industry.
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•Type:
Article •Region: UK/Worldwide •Level:
Advanced
Could you get more out of your business continuity exercises? Do you have an inner concern that last year’s exercise programme didn’t demonstrate as much as you would have liked, or that there may be alternative ways of delivering the exercise that would be more cost effective and less effort?
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•Type:
Article •Region: UK/Worldwide •Level:
Advanced
Business continuity management in large organizations with many different departments and diverse personalities can be a challenge at times. John Zeppos, FBCI, looks at some of the issues.
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•Type:
Article •Region: Europe/Worldwide •Level:
Advanced
Defining the recovery time objectives (RTO) for your activities is one of the most critical things the business continuity manager will carry out. In this article Charlie Maclean-Bristol offers some practical advice on the subject.
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•Type:
Article •Region: UK/Worldwide •Level:
Advanced
Responses to winter storm Juno seem to show that you cannot please the public when it comes to preparedness. In this article Geary Sikich asks whether business continuity and emergency planners are missing something when it comes to communicating preparedness with the public.
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•Type:
Article •Region: Worldwide •Level:
Advanced
Service level agreements (SLAs) and business continuity go hand-in-hand: or they should do, says Andrew Hiles.
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•Type: Article •Region:World •Level: Advanced
Is the world of risk, continuity and crisis about to change as new concepts and approaches linked to resilience gain momentum or are we seeking solutions to the same old stories repacked through a different language?
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•Type: Article •Region:World •Level: Advanced
Continuity Central's 2014 Business Continuity Paper of the Year competition is open to entries and to mark this we are publishing the winning entry from the 2013 competition. This was first published in the Q1 2013 issue of the Business Continuity and Resiliency Journal. The paper, entitled 'A fork in the road' was submitted by Ken Simpson.
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•Type: Article •Region: Asia / World •Level: Advanced
Hilary Estall looks at the Plan-Do-Check-Act (PDCA) model found in management system standards, such as ISO 22301. What does the PDCA model add for those involved in implementing a business continuity management system?
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•Type: Article •Region:World •Level: Advanced
Is organizational resilience just another buzz-word being bandied around or is this the direction we should be focusing on to ensure we can continually drive our business forward and improve the way in which we operate?
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•Type: Article •Region:World •Level: Advanced
Hilary Estall shares her thoughts on becoming a BCMS Lead Auditor and explores why people sometimes mistakenly opt for this particular auditor classification when more appropriate options may be available.
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•Type: Article •Region:World •Level: Advanced
Dr. Steven Goldman identifies ten business continuity and disaster recovery trends that are emerging, highlighting actions that business continuity managers can take in response to each item.
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•Type: Article •Region: US/World •Level: Advanced
•Type: Article •Region: UK/World •Level: Advanced
•Type: Article •Region: US/Worldwide •Level: Advanced
•Type:
Article •Region: UK / Worldwide •Level:
Advanced
•Type:
Article •Region: US / Worldwide •Level:
Advanced
Geary Sikich proposes a two-phase BIA framework consisting of a pre-event general analysis and a post-event identification and assessment of business impacts and potential consequences for the enterprise.
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•Type: Article •Region:
US/Worldwide •Level: Advanced
Stephen Massey provides an overview of the BIA process and describes a research project which looked at various BIA methods to determine which was the more effective and why this was the case.
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•Type: Article •Region:
UK/Worldwide •Level: Advanced
•Type: Article •Region: Worldwide •Level: Advanced
Is the real meaning of 'business continuity' being lost due to being commandeered by IT planners, asks Jim Mitchell.
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•Type: Article •Region: US/World •Level: Advanced
According to Geary Sikich it is time for a paradigm shift in business continuity thinking, in the manner that business continuity planning is taught and in the value we think that we bring to the table.
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•Type: Article •Region: Worldwide •Level: Advanced
The choice of business continuity exercise scenario is an important factor in its success, but how do you go about deciding what you should focus on? By Ray Abide.
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•Type: Article •Region: US/Worldwide •Level: Advanced
Various considerations, issues and approaches that can help organisations prepare within the context of ISO 22313’s Elements of BCM model.
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•Type: Article •Region: Africa/World •Level: Advanced
This issue contains five papers, all of which were short-listed for our recent Business Continuity Paper of the Year 2013 competition. The winning entry appears as the first paper.
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•Type: Article •Region: World •Level: Advanced
Organizations should seek to expose business continuity planners to real disasters says Scott Sanderson.
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•Type: Article •Region: US/World •Level: Advanced
Ian Charters, FBCI, explores what an embedding programme could look like in the brave new world of ISO 22301.
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•Type: Article •Region: UK/Worldwide •Level: Advanced
Rama Satyanarayana describes what the ISO 22301 standard and COBIT 5 expect from senior management in BCM programs.
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•Type: Article •Region: Worldwide •Level: Advanced
Internal audits are a requirement of any management system standard so if you are committed to implementing a meaningful BCMS it is something you will need to get right. By Hilary Estall.
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•Type: Article •Region: UK/Worldwide •Level: Advanced
The Q3 issue of Continuity Central’s Business Continuity & Resiliency Journal is now available for download. Continuity Central readers can obtain a 25 percent discount off a year’s subscription if subscribing before the end of October 2012.
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•Type: Article •Region: Worldwide •Level: Advanced
Business continuity professionals should be reporting on much more than the planning activities that they perform or manage – they must also compare the end results of the planning processes (strategies and solutions) to management’s approved recovery objectives.
This paper explores the impacts that the psychological contract has on employees’ attitudes prior to and during an organizational crisis and upon their willingness to ‘go the extra mile’ to assist organizational recovery.
•Type: Article •Region: Worldwide •Level: Advanced
Chris MacArthur, CBCP, MBCI, provides practical advice based on his experience in this area.•Type:
Article •Region: US/Worldwide •Level:
Advanced
A human resources checklist for enterprise-wide business continuity plans.•Type: Article •Region: Worldwide •Level: Advanced
Business continuity managers have traditionally seen the media as something of a threat; but a different approach can bring big benefits. By Abdullah Al Hour, MBCI.
Dr. Jim Kennedy provides a framework in which the recovery time objectives for the business continuity and the disaster recovery plan can be developed together.
•Type: Article •Region: Worldwide •Level: Advanced
Charley Newnham presents nineteen tips for running a successful business continuity exercise.
The one thing you can’t do about social media is ignore it. By Mike Jacobs.
How to calculate, rather than guess, your recovery time objectives: by Rainer Hübert, MBCI..•Type: Article •Region: World •Level: Advanced
Power outages are one of the most common causes of business disruption and a good response strategy requires much thought and planning. In this article Dr. Jim Kennedy explains the steps that should be taken.•Type: Article •Region: US/World •Level: Advanced
Supply chain continuity management has been much discussed over the past year but many organizations struggle to get beyond the basics. In this article John Robinson provides advice on how to take control of this area•Type: Article •Region: UK/Worldwide • Level: Advanced
Robin Gaddum shares his experiences of supply chain business continuity management.•Type: Article •Region: UK/Worldwide • Level: Advanced
This paper discusses why business continuity management, as a discipline and as perceived by many today, is at the crossroads of direction and focus. By Luc P. Klein.•Type: Article •Region: Worldwide •Level: Advanced
BCM professionals must begin to look at what happened and assess how well plans and processes stood up to the events, says Gary Hibberd.
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•Type: Article •Region:
UK •Level: Advanced
What is your approach when you are hired by a company and given a blank piece of paper to develop a business continuity program? By Lawrence Robert, CBCP, CBRM, CBCLA.
The Asia Pacific region experienced more than its fair share of natural disasters in the first quarter of 2011; but what impact have these events had on attitudes to BCM in the region, and what lessons have been learned? Ernst & Young, Australia, has provided a paper which explores these questions.
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•Type: Article •Region: Asia Pacific •Level: Advanced
This paper aims to initially look at the changing perception of corporate defence, followed by a review of the developments which have occurred in BCM and other defence related activities. Finally the paper addresses the potential future role of BCM in the corporate defence space.
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•Type: Article •Region: Worldwide •Level: Advanced
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