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Business Continuity Maturity ModelSM
Presented by Scott Ream, President, Virtual Corporation
2© Copyright Virtual Corporation, 1994 - 2003
BCMMSM Pilot Assessment OverviewAgenda
Virtual Corporation Overview
BCMMSM Conceptual Overview
Assessment Methodology & Toolkit
Questions & Discussion
3© Copyright Virtual Corporation, 1994 - 2003
Business Continuity CredentialsVirtual Corporation’s Value
Business Continuity is our core competency 95% of project revenues 20+ active BCM consultant stable 50+ screened consultants available Extensive stable of technically skilled consultants
Corporate Philosophy centered on “nurturing” and “interdependence”
Know what the client wants and deliver it every time Deliver knowledge transfer within each engagement Begin each engagement planning for our departure Produce timely results by adapting our methods to specific client
requirements
Extensive relevant “large corporate” Business Continuity background
Kaiser Permanente United Government Services Pfizer Nike
4© Copyright Virtual Corporation, 1994 - 2003
Virtual Corporation UpdateBusiness Continuity Service Offering
BC Program Implementation Building the “business case” BC program design Emphasis on “sustainability” Proven toolkit minimizes work Example: Kaiser Permanente
Crisis Management / Incident Command
Emergency Operations Models Executive awareness and exercises Example: Citigroup
Disaster Recovery DR organizational design Internal recovery strategy
determination 3rd party vendor selection Example: Schering Plough
Business Continuity Maturity ModelSM
Where are we now and what’s next? “Public Domain” reference model BCMMSM program assessments “Intuitive” and “Rigorous” methods
Innovative Training Services “How to” Workshops Sustainable BC Program Launch BCMMSM Assessment Building internal consulting teams Comprehensive toolkits
Sustainable Planner Large-scale BC program software platform Open architecture (Oracle / ASP) Development licensing Integrates data collection & document
mgmt Makes BC planning accessible to company
management team
5© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM Development History
1997 Initial Research
2000 CPM Baseline Survey
2001 Introduction Article in CPM Formation of BCMMSM Working Team
2002 Professional Practices Mapping Project Initiated Corporate Competencies Identified
2003 Follow-Up Article in Disaster Resource Guide On-going work with BCMMSM Working Team Pilot Assessment Workshop at Continuity Insights BCMMSM Assessment Toolkit Developed Numerous Self-Assessment Workshop Public launch – Q4/03
6© Copyright Virtual Corporation, 1994 - 2003
What is Business Continuity?The four central disciplines
Incident Management All aspects of emergency response, crisis management, and any
other activities involved in command, control, and communications during a disastrous event
Security Management Physical security, information security, and any other activities
associated with protecting the integrity of targeted information and resources
Technology Recovery Ensuring that critical information systems hardware, software,
networks and applications are recoverable within defined recovery time objectives
Business Recovery Ensuring that critical business functions and resources are
recoverable within defined recovery time objectives
7© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Conceptual Overview
Increasing Business Continuity Competency Maturity
Program Basics Program DevelopmentSr. Mgmt
CommitmentProfessional
Support GovernanceAll Units
ParticipatingIntegrated Planning
Cross-Functional
Level 1 Self-Governed No No No No No No
Level 2 Supported Self-Governed Marginal Partial No No No No
Level 3 Centrally Governed Partial Yes Partial No No No
Level 4 Enterprise Awakening Yes Yes Yes Yes No No
Level 5 Planned Growth Yes Yes Yes Yes Yes No
Level 6 Synergistic Yes Yes Yes Yes Yes Yes
Competency Maturity Level
Program Basics Senior Management
Commitment
Professional BC Support
BC Program Governance
Program Development All Business Units Participating
Conducting Integrated Planning
Implementing Cross-Function Capabilities
Original Business Continuity Maturity ModelSM Attributes
8© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Conceptual Overview
Increasing Business Continuity Competency Maturity
Program Basics Program DevelopmentSr. Mgmt
CommitmentProfessional
Support GovernanceAll Units
ParticipatingIntegrated Planning
Cross-Functional
Level 1 Self-Governed No No No No No No
Level 2 Supported Self-Governed Marginal Partial No No No No
Level 3 Centrally Governed Partial Yes Partial No No No
Level 4 Enterprise Awakening Yes Yes Yes Yes No No
Level 5 Planned Growth Yes Yes Yes Yes Yes No
Level 6 Synergistic Yes Yes Yes Yes Yes Yes
Competency Maturity Level
Level 1 - Self-Governed
Business continuity management has not yet been recognized as strategically important by senior management.
9© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Conceptual Overview
Increasing Business Continuity Competency Maturity
Program Basics Program DevelopmentSr. Mgmt
CommitmentProfessional
Support GovernanceAll Units
ParticipatingIntegrated Planning
Cross-Functional
Level 1 Self-Governed No No No No No No
Level 2 Supported Self-Governed Marginal Partial No No No No
Level 3 Centrally Governed Partial Yes Partial No No No
Level 4 Enterprise Awakening Yes Yes Yes Yes No No
Level 5 Planned Growth Yes Yes Yes Yes Yes No
Level 6 Synergistic Yes Yes Yes Yes Yes Yes
Competency Maturity Level
Level 2 - Supported Self-Governed
At least one business unit or corporate function has recognized the strategic importance of business continuity and has begun efforts to increase executive and organization-wide awareness.
10© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Conceptual Overview
Increasing Business Continuity Competency Maturity
Program Basics Program DevelopmentSr. Mgmt
CommitmentProfessional
Support GovernanceAll Units
ParticipatingIntegrated Planning
Cross-Functional
Level 1 Self-Governed No No No No No No
Level 2 Supported Self-Governed Marginal Partial No No No No
Level 3 Centrally Governed Partial Yes Partial No No No
Level 4 Enterprise Awakening Yes Yes Yes Yes No No
Level 5 Planned Growth Yes Yes Yes Yes Yes No
Level 6 Synergistic Yes Yes Yes Yes Yes Yes
Competency Maturity Level
Level 3 - Centrally-Governed
Participating business units and departments have instituted a rudimentary governance program, mandating at least limited compliance to standardized BCM policy, practices and processes to which they have commonly agreed.
11© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Conceptual Overview
Increasing Business Continuity Competency Maturity
Program Basics Program DevelopmentSr. Mgmt
CommitmentProfessional
Support GovernanceAll Units
ParticipatingIntegrated Planning
Cross-Functional
Level 1 Self-Governed No No No No No No
Level 2 Supported Self-Governed Marginal Partial No No No No
Level 3 Centrally Governed Partial Yes Partial No No No
Level 4 Enterprise Awakening Yes Yes Yes Yes No No
Level 5 Planned Growth Yes Yes Yes Yes Yes No
Level 6 Synergistic Yes Yes Yes Yes Yes Yes
Competency Maturity Level
Level 4 - Enterprise Awakening
All critical business functions have been identified and business continuity plans for their protection have been developed across the organization. For the first time, all four BC disciplines have been “fully” implemented.
12© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Conceptual Overview
Increasing Business Continuity Competency Maturity
Program Basics Program DevelopmentSr. Mgmt
CommitmentProfessional
Support GovernanceAll Units
ParticipatingIntegrated Planning
Cross-Functional
Level 1 Self-Governed No No No No No No
Level 2 Supported Self-Governed Marginal Partial No No No No
Level 3 Centrally Governed Partial Yes Partial No No No
Level 4 Enterprise Awakening Yes Yes Yes Yes No No
Level 5 Planned Growth Yes Yes Yes Yes Yes No
Level 6 Synergistic Yes Yes Yes Yes Yes Yes
Competency Maturity Level
Level 5 – Planned Growth
Business continuity plans and tests incorporate multi-departmental considerations of critical enterprise business processes.
13© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Conceptual Overview
Increasing Business Continuity Competency Maturity
Program Basics Program DevelopmentSr. Mgmt
CommitmentProfessional
Support GovernanceAll Units
ParticipatingIntegrated Planning
Cross-Functional
Level 1 Self-Governed No No No No No No
Level 2 Supported Self-Governed Marginal Partial No No No No
Level 3 Centrally Governed Partial Yes Partial No No No
Level 4 Enterprise Awakening Yes Yes Yes Yes No No
Level 5 Planned Growth Yes Yes Yes Yes Yes No
Level 6 Synergistic Yes Yes Yes Yes Yes Yes
Competency Maturity Level
Level 6 - Synergistic
All business units have a measurably high degree of business continuity planning competency. Business protection strategies that accurately model the critical business functions are formulated and tested successfully.
14© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Level 1Self GovernedMaturity Model Levels
Level 2Supported Self
Governed
Increasing Business Continuity Competency Maturity
Level 3CentrallyGoverned
Level 4EnterpriseAwakening
Level 5Planned Growth
Level 6Synergistic
Athlete Analogy
Comparative Model
Able to Crawl Able to Walk Able to Run “Fit” Runner Competitive Runner Olympic Runner
Organization “At Risk” “Competent” Performer “Best of Breed”
Summary Descriptors for How an Organization Evolves
The “Athlete Model” Describes each Level of the Business Continuity Maturity ModelSM in
terms of a maturing runner
The “Comparative Model” Clusters Levels into three groups of relative competency valuation
15© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM Latest Work of the BCMMSM Working Team
Leadership VL L M H H HBC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
VL L L M H HVL L L M H H
VL L L M H HVL L M H H HVL L M M H HVL L L L M H
Corporate Competencies General Attributes of an Organization at Each Maturity Level
BC Program Content VL L M H H H
Maturity Model LevelsLevel 1
Self-GovernedLevel 6Synergistic
Level 5PlannedGrowth
Level 4EnterpriseAwakening
Level 3CentrallyGoverned
Level 2Supported
Self-Governed
Athlete Analogy
Comparative Model
Able to Crawl Competitive Runner Olympic Runner“Fit” Runner”Able to RunAble to Walk
Organization “At Risk” “Competent” Performer “Best of Breed”
Increasing Business Continuity Competency Maturity
The Corporate Competencies Used to objectively measure the organization’s developmental maturity.
Rankings shown above represent strawman “standard” scores at each Level of maturity.
16© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Leadership
The commitment and understanding demonstrated by executive management regarding the implementation of a scaled, organization-wide business continuity program. The degree to which the “business case” has been articulated and understood.
Leadership VL L M H H HBC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
VL L L M H HVL L L M H H
VL L L M H HVL L M H H HVL L M M H HVL L L L M H
Corporate Competencies General Attributes of an Organization at Each Maturity Level
BC Program Content VL L M H H H
Maturity Model LevelsLevel 1
Self-GovernedLevel 6Synergistic
Level 5PlannedGrowth
Level 4EnterpriseAwakening
Level 3CentrallyGoverned
Level 2Supported
Self-Governed
Athlete Analogy
Comparative Model
Able to Crawl Competitive Runner Olympic Runner“Fit” Runner”Able to RunAble to Walk
Organization “At Risk” “Competent” Performer “Best of Breed”
Increasing Business Continuity Competency Maturity
17© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
BC Awareness
The breadth and depth of business continuity conceptual awareness throughout all staff levels of the organization.
Leadership VL L M H H HBC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
VL L L M H HVL L L M H H
VL L L M H HVL L M H H HVL L M M H HVL L L L M H
Corporate Competencies General Attributes of an Organization at Each Maturity Level
BC Program Content VL L M H H H
Maturity Model LevelsLevel 1
Self-GovernedLevel 6Synergistic
Level 5PlannedGrowth
Level 4EnterpriseAwakening
Level 3CentrallyGoverned
Level 2Supported
Self-Governed
Athlete Analogy
Comparative Model
Able to Crawl Competitive Runner Olympic Runner“Fit” Runner”Able to RunAble to Walk
Organization “At Risk” “Competent” Performer “Best of Breed”
Increasing Business Continuity Competency Maturity
18© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
BC Program Structure
The scale and appropriateness of the business continuity program implemented across the organization. The degree to which the BC Program matches the articulated business case.
Leadership VL L M H H HBC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
VL L L M H HVL L L M H H
VL L L M H HVL L M H H HVL L M M H HVL L L L M H
Corporate Competencies General Attributes of an Organization at Each Maturity Level
BC Program Content VL L M H H H
Maturity Model LevelsLevel 1
Self-GovernedLevel 6Synergistic
Level 5PlannedGrowth
Level 4EnterpriseAwakening
Level 3CentrallyGoverned
Level 2Supported
Self-Governed
Athlete Analogy
Comparative Model
Able to Crawl Competitive Runner Olympic Runner“Fit” Runner”Able to RunAble to Walk
Organization “At Risk” “Competent” Performer “Best of Breed”
Increasing Business Continuity Competency Maturity
19© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Program Pervasiveness
The level of business continuity coordination between departments, functions and business units. The degree to which business continuity considerations have been incorporated in other business initiatives / programs.
Leadership VL L M H H HBC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
VL L L M H HVL L L M H H
VL L L M H HVL L M H H HVL L M M H HVL L L L M H
Corporate Competencies General Attributes of an Organization at Each Maturity Level
BC Program Content VL L M H H H
Maturity Model LevelsLevel 1
Self-GovernedLevel 6Synergistic
Level 5PlannedGrowth
Level 4EnterpriseAwakening
Level 3CentrallyGoverned
Level 2Supported
Self-Governed
Athlete Analogy
Comparative Model
Able to Crawl Competitive Runner Olympic Runner“Fit” Runner”Able to RunAble to Walk
Organization “At Risk” “Competent” Performer “Best of Breed”
Increasing Business Continuity Competency Maturity
20© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Metrics
The development and regular reporting of quantifiable criteria used to monitor the BC Program performance. The establishment of a baseline and on-going tracking of established business continuity competency goals.
Leadership VL L M H H HBC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
VL L L M H HVL L L M H H
VL L L M H HVL L M H H HVL L M M H HVL L L L M H
Corporate Competencies General Attributes of an Organization at Each Maturity Level
BC Program Content VL L M H H H
Maturity Model LevelsLevel 1
Self-GovernedLevel 6Synergistic
Level 5PlannedGrowth
Level 4EnterpriseAwakening
Level 3CentrallyGoverned
Level 2Supported
Self-Governed
Athlete Analogy
Comparative Model
Able to Crawl Competitive Runner Olympic Runner“Fit” Runner”Able to RunAble to Walk
Organization “At Risk” “Competent” Performer “Best of Breed”
Increasing Business Continuity Competency Maturity
21© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Resource Commitment
The application of sufficient, properly trained and supported personnel, financial and other resources to ensure the sustainability of the BC Program.
Leadership VL L M H H HBC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
VL L L M H HVL L L M H H
VL L L M H HVL L M H H HVL L M M H HVL L L L M H
Corporate Competencies General Attributes of an Organization at Each Maturity Level
BC Program Content VL L M H H H
Maturity Model LevelsLevel 1
Self-GovernedLevel 6Synergistic
Level 5PlannedGrowth
Level 4EnterpriseAwakening
Level 3CentrallyGoverned
Level 2Supported
Self-Governed
Athlete Analogy
Comparative Model
Able to Crawl Competitive Runner Olympic Runner“Fit” Runner”Able to RunAble to Walk
Organization “At Risk” “Competent” Performer “Best of Breed”
Increasing Business Continuity Competency Maturity
22© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
External Coordination
Coordination of business continuity issues and requirements with external community including customers, vendors, government regulatory bodies, unions, local 1st responders, etc. Insure that critical supply chain partners have in place adequate BC Programs of their own.
Leadership VL L M H H HBC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
VL L L M H HVL L L M H H
VL L L M H HVL L M H H HVL L M M H HVL L L L M H
Corporate Competencies General Attributes of an Organization at Each Maturity Level
BC Program Content VL L M H H H
Maturity Model LevelsLevel 1
Self-GovernedLevel 6Synergistic
Level 5PlannedGrowth
Level 4EnterpriseAwakening
Level 3CentrallyGoverned
Level 2Supported
Self-Governed
Athlete Analogy
Comparative Model
Able to Crawl Competitive Runner Olympic Runner“Fit” Runner”Able to RunAble to Walk
Organization “At Risk” “Competent” Performer “Best of Breed”
Increasing Business Continuity Competency Maturity
23© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
BC Program Content – Business Continuity DisciplinesThe degree and quality of implementation of each of the four central disciplines
of BC:1. Incident Management2. Technology Recovery
3. Business Recovery4. Security Management
Leadership VL L M H H HBC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
VL L L M H HVL L L M H H
VL L L M H HVL L M H H HVL L M M H HVL L L L M H
Corporate Competencies General Attributes of an Organization at Each Maturity Level
BC Program Content VL L M H H H
Maturity Model LevelsLevel 1
Self-GovernedLevel 6Synergistic
Level 5PlannedGrowth
Level 4EnterpriseAwakening
Level 3CentrallyGoverned
Level 2Supported
Self-Governed
Athlete Analogy
Comparative Model
Able to Crawl Competitive Runner Olympic Runner“Fit” Runner”Able to RunAble to Walk
Organization “At Risk” “Competent” Performer “Best of Breed”
Increasing Business Continuity Competency Maturity
24© Copyright Virtual Corporation, 1994 - 2003
BCMMSM Assessment Toolkit“Controlled-Access” public domain & proprietary materials “Controlled” Public Domain Materials
Key Concepts Competency Grids Requirements (Corporate Competencies) Requirements (BC Disciplines)
Proprietary Materials Delivered to participants in Assessment Training
Proofs Assessment Questionnaire Assessment Methodologies Acquisition & Analysis Checklist
BCMMSM Calculator Submit completed questionnaire to be scored Data retained for aggregation
The BCMMSM Service Center Regularly scheduled and custom Assessment training Web-based access to BCMMSM resources Maintains aggregate databank – publish benchmark results Maintains / updates Business Continuity Maturity ModelSM
25© Copyright Virtual Corporation, 1994 - 2003
BCMMSM Assessment ToolkitCorporate Competency Grids
Key Concepts Summary descriptions of how the Corporate Competency
evolves from Level to Level
Criteria Categories Specific characteristics inherent to each Corporate
Competency
Criteria Descriptors Descriptions of how each Criteria evolves from Level to Level
7 Corporate Competency Grids BC Program Content treated summarily – defies “patterning”
26© Copyright Virtual Corporation, 1994 - 2003
BCMMSM Assessment ToolkitSample Competency Grid – BC Program Structure
General Characteristics Level 1 Level 2 Level 3 Level 4 Level 5 Level 6
Athlete Analogy Able to Crawl Able to Walk Able to Run “Fit” Runner Competitive Runner Olympic Runner Comparative Model Organization “At Risk” “Competent” Performer “Best of Breed” BC Program
Structure
SELF-GOVERNED
SUPPORTED SELF-GOVERNED
CENTRALLY GOVERNED
ENTERPRISE AWAKENING
PLANNED GROWTH
SYNERGISTIC
Key Concepts Unstructured, potentially counter productive
Increasing understanding of BCM, common terminology in use.
Awareness & adoption Integration Explicit vertical and horizontal integration
Prominence
Strategy / Culture / Goals Definition: relevant to business goals & competitive environment Excellence: "Impedance match" between S/C/G & BCP
No definition Dept/BU BCM activities in sync with relevant portions of enterprise strategy, culture and goals.
A business case is established for BCM
Mandatory BCM strategy review requirement in place and integrated into budget cycle Change management procedures with BCM coordinators in place at Dept/BU level Audit findings across enterprise begin to reflect more positive BCM response
BCM considered in development of enterprise business strategies
BCM and its relationship to available products and services has become a quantifiable and marketable competitive advantage. BCM is one of the drivers contributing to enterprise business strategy development. Management explores new technologies and innovative BCM solutions.
Organizational Design Definition: explicit methods of company Excellence: supports enterprise approach & is definitive
Self Defined Identification of key internal linkages and working agreements
Identification of BCM critical functions and roles
Enterprise BCM process is compatible with overall Enterprise business strategy
Sustainability & survivability are principles of enterprise
Innovative processes piloted and incorporated into enterprise BCM program.
Roles & Responsibilities Definition: who & what Excellence: accountability & clarity
Undefined Dept/BU staff has responsibility for BCM. Overlapping roles may occur.
Participating Dept/BUs have common BCM chain of command.
Formal BCM linkages of responsibility and relationships defined and adhered
Formal BCM linkages to performance goals and compensation
Formal BCM linkages to performance goals and compensation
Policies & Processes Definition: how (i.e. rules of operation) Excellence: consistent & clear
One or several Dept/BUs implemented a few self selected components of BCM
Active Dept/BUs have formulated policies, standards & practices. No enterprise policy for BCM exists.
Dept/BUs share common BCM policies, standards & practices. Business Continuity Charter published for participating Dept/BUs.
Enforceable BCM policies, standards, & practices in effect across the enterprise
Regular reviews of enterprise BCM policy, standards, and practices.
Pro-active executive participation in development of new BCM policy
27© Copyright Virtual Corporation, 1994 - 2003
BCMMSM Assessment ToolkitAdditional Toolkit Materials
Performance Requirements Content
Criteria used to determine completion percentage Documents completeness of each Corporate Competency at each BCMMSM Level
Format “Master BCMMSM Assessment Questionnaire”
Use: Intuitive and Rigorous Assessments
Proofs Content
Auditable measures and deliverables that verify completeness at each BCMMSM Level Format
“BCMMSM Proofs Acquisition and Analysis Checklist” Use: Rigorous Assessments only
BCMMSM Calculator Content
Algorithmic tool using Performance Requirement data and proprietary weighted algorithm Format
Automated program accessible on Virtual’s website (available Q4/03) Use: Returns Business Continuity Maturity ModelSM Scorecard
28© Copyright Virtual Corporation, 1994 - 2003
BCMMSM Assessment ToolkitPreview BCMMSM Assessment Methodologies Primary Assessment Ground Rules
Target holistic “organization” for most accurate results Apply methodology and tools consistently and thoroughly Share feedback with BCMMSM Service Center for aggregation and model enhancement
Intuitive Assessment Assessment Focus: Where are we now & where should we be headed next? Quick turn-around (< 4 weeks elapsed time) Minimally invasive process (analysis based on questionnaire) Assumes “expert” knowledge available Identifies BC program gaps and immediate opportunities Deliverables:
Business Continuity Maturity Level Scorecard State-of-Preparedness Report including recommendations for immediate action
Rigorous Assessment Customized implementation includes Intuitive Assessment deliverables plus these
options: Executive briefings and other business continuity awareness training programs Enterprise business impact analysis BC program design plan including staffing and budget models BC program implementation plan
Auditable proofs collected and evaluated Granularity of proofs review can be tweaked to meet specific assessment requirements
29© Copyright Virtual Corporation, 1994 - 2003
BCMMSM Assessment ToolkitSample Timeline for an Intuitive BCMMSM Assessment Step 1 – Scope the Assessment (week 1)
Determine organizational scope Review BCMMSM Master Questionnaire Identify respondents Prepare and distribute Assessment announcements
Step 2 – Collect Assessment Data and Information (weeks 2 and 3) Prepare & distribute respondent questionnaires Respond to questions as needed Collect and validate questionnaires
Step 3 – Complete Assessment Analysis (week 4) Apply answers to BCMMSM Assessment Calculator Document findings and validate where appropriate
Step 4 – Prepare Assessment Report (week 4) Calculate BCMMSM Organizational Maturity Rating Document BC program strengths, gaps, and recommended next steps assessed against BCMMSM
Corporate Competencies including high-level BC Program Content: Incident Management Security Management Business Recovery Technology Recovery
30
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www.virtual-corp.net
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