{"id":428,"date":"2016-12-16T13:40:01","date_gmt":"2016-12-16T05:40:01","guid":{"rendered":"http:\/\/bcms.gmhasia.com\/bcminstitute\/?page_id=428"},"modified":"2016-12-16T13:48:59","modified_gmt":"2016-12-16T05:48:59","slug":"1-6-3-business-continuity-strategy","status":"publish","type":"page","link":"http:\/\/bcms.gmhasia.com\/bcminstitute\/bcms-manual\/1-6-planning-methodology\/1-6-3-business-continuity-strategy\/","title":{"rendered":"1.6.3 Business Continuity Strategy"},"content":{"rendered":"

1 PURPOSE<\/h2>\n
\"Business

Business Continuity Strategy<\/p><\/div>\n

    \n
  1. To identify the business continuity strategy for each individual Business Unit.<\/li>\n
  2. To identify BCM arrangement that will enable BCM Institute to recover its critical activities within the recovery time objectives.<\/li>\n<\/ol>\n

    2 SCOPE<\/h2>\n
      \n
    1. This area of BCM examines the possible strategies for maintaining the operation of critical business functions. It covers pre-incident preparedness, response and recovery.<\/li>\n
    2. This procedure\u00a0is applied to the conduct of the Business Continuity Strategy phase.<\/li>\n
    3. This procedure is applied to the Organization BCM Coordinator and Business Unit (BU) BCM Coordinator.<\/li>\n<\/ol>\n

      3 RESPONSIBILITY<\/h2>\n
        \n
      1. It is the Business Unit BCM Coordinator responsibility to know what the strategy to be adopted for each critical business functions within the business unit.<\/li>\n
      2. It is the BCM Steering Committee’s responsibility to review and approve findings and recommendations of the proposed BCM strategies. The BCM Steering Committee is also involved in the formulation of the organisational business continuity strategy based on probable disasters and CBFs.<\/li>\n
      3. The BCM Steering Committee should deliberate on the recovery strategies for various CBFs and formulate an organisational business continuity strategy for its BCM based on the selected disaster scenarios(s), MBCO and CBFs.<\/li>\n
      4. The committee should also consolidate recovery requirements based on the\u00a0organizational\u00a0business continuity strategy into contract specifications.<\/li>\n<\/ol>\n

        4 PROCEDURE<\/h2>\n
          \n
        1. Team Members: Identify who are the team\u00a0members .<\/li>\n
        2. Functions: Identify the functions that need to be carried out.<\/li>\n
        3. Pre-Crisis: Before a crisis, identify the action steps that need to be carried out.<\/li>\n
        4. Recovery: Within T+X hours (recovery), identify the action steps that need to be carried out.<\/li>\n
        5. Resumption: After T+X hours (resumption), identify the action steps that need to be carried out.<\/li>\n
        6. Restoration: During\u00a0restoration, identify the functions that need to be carried out and explain procedures.<\/li>\n
        7. Grab List: Come up with a Grab List\n
            \n
          • This is for easy identification of important documents or software that the company requires in order to continue its business operations.<\/li>\n<\/ul>\n<\/li>\n<\/ol>\n

            5 PROCESS (KEY STEPS)<\/h2>\n

            5.1 Identify Probable Strategies<\/h3>\n

            For risks faced by the critical business functions, probable strategies can be formulated from one or a combination of the following generic strategies:
            \nRevert to an alternate processing capability
            \nArrange reciprocal arrangements
            \nEstablish alternate site or business facility
            \nArrange for alternate source of supply
            \nOutsource to external vendor(s)
            \nTransfer of operation(s) to subsidiary business units
            \nRebuild from scratch after disaster
            \nDo not take any action
            \nA set of guidelines should be established to guide the\u00a0decision making\u00a0process\u00a0for the above strategy formulation. For example, outsourcing vendors should have a pre-determined number of years of experience and must possess\u00a0valid\u00a0certification of its services.
            \n5.2 Evaluate Strategies:
            \nThe potential strategies available for each CBF should be evaluated.\u00a0THe\u00a0evaluation criteria for each potential strategy should include:
            \nCosts to implement the strategy
            \nAvailability of alternate strategies
            \nCosts of alternate strategies
            \nEase of implementing strategies
            \nComparison of the time needed to re-establish the CBF by the strategy and alternate strategies
            \nPotential security breaches or control lapses due to the atypical measures associated with the strategy
            \nLong term\u00a0costs to maintain the strategy
            \n5.3 Select Strategy:
            \nThe selection of the recovery strategy to support the Minimum Business Continuity Objectives (MBCO) and Critical Business Functions (CBFs) includes the following considerations:
            \nSkills set required by supporting staff
            \nTechnology and equipment
            \nFacilities
            \nOffsite storage and alternate site(s)
            \nAlternate processing capabilities
            \n5.3.1 Alternate Processing Facilities
            \nThe selected strategy may require alternate processing capability to be established. Deliberation on the facilities used to support alternate processing shall include the following considerations:
            \nAcquisitions
            \nMutual Agreement
            \nOutsource to external vendors
            \nManual workarounds
            \n5.3.2 Outsourcing to External Vendors
            \nAn\u00a0organization\u00a0may choose to outsource alternate processing facilities for its operations to external vendors. The criteria to guide the selection process of such vendors shall be established. Examples of selection criteria include location and capacity of vendor facilities.<\/p>\n

            5.4 Resources used to carry out critical function during a crisis:
            \n5.4.1 Using the same numbers and names as on the previous sheets, put the quantity or \u201cY\u201d for \u201cYes\u201d \/\u201cN\u201d for \u201cNo\u201d in the relative boxes for resources required to carry out critical functions during\u00a0daily\u00a0routine. Do not leave any blanks. Please use \u201c-\u201d if not applicable.
            \n5.4.2 For telephones (Tel) and PCs, state the minimum number required and any unique software to perform the critical functions.
            \n6 DEFINITIONS[edit]<\/p>\n

            5.1 Business Unit BCM Coordinator
            \n5.2 Grab List
            \n5.3 Business Continuity Strategy
            \n7 RELATED DOCUMENT[edit]<\/p>\n

            6.1 Selection Criteria for Alternate Site
            \n6.2 Selection criteria for Workarea
            \n6.3 Selection Criteria: Cost Versus Recovery Time Objectives (RTO)
            \n8 RECORDS[edit]<\/p>\n

            8.1 BCM Institute\u2019s Business Continuity Management (BCM) applies to the business and support units, mainly:
            \nBIT: Business and IT
            \nCE: Certification and Examination
            \nFIN: Finance (out of scope for Certification Audit)
            \nHRA: HR\/Admin
            \nPA: Programme Administration
            \nSA: Sales
            \n9 APPENDICES[edit]<\/p>\n

            8.1 Please refer to BCS Template in BCS Report.<\/p>\n","protected":false},"excerpt":{"rendered":"

            1 PURPOSE To identify the business continuity strategy for each individual Business Unit. To identify BCM arrangement that will enable BCM Institute to recover its critical activities within the recovery time objectives. 2 SCOPE This area of BCM examines the possible strategies for maintaining the operation of critical business functions. It covers pre-incident preparedness, response […]<\/p>\n","protected":false},"author":2,"featured_media":0,"parent":422,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-428","page","type-page","status-publish","hentry"],"_links":{"self":[{"href":"http:\/\/bcms.gmhasia.com\/bcminstitute\/wp-json\/wp\/v2\/pages\/428","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/bcms.gmhasia.com\/bcminstitute\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"http:\/\/bcms.gmhasia.com\/bcminstitute\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"http:\/\/bcms.gmhasia.com\/bcminstitute\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"http:\/\/bcms.gmhasia.com\/bcminstitute\/wp-json\/wp\/v2\/comments?post=428"}],"version-history":[{"count":0,"href":"http:\/\/bcms.gmhasia.com\/bcminstitute\/wp-json\/wp\/v2\/pages\/428\/revisions"}],"up":[{"embeddable":true,"href":"http:\/\/bcms.gmhasia.com\/bcminstitute\/wp-json\/wp\/v2\/pages\/422"}],"wp:attachment":[{"href":"http:\/\/bcms.gmhasia.com\/bcminstitute\/wp-json\/wp\/v2\/media?parent=428"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}