The BCM Lifecycle: improving organizational resilience. Image compliments of the BCI.
The BCM Lifecycle: improving organizational resilience. Image compliments of the BCI.

The preceding two blogs looked at the professional practices involving management. The remaining blogs in this series will explore the technical professional practices within the business continuity management (BCM) life cycle.Formally, these technical practices are Analysis, Design, Implementation and Validation. At a high level, they can best be understood through two lenses.

The first of these is to build from the identification of the most important parts of the business. Just as this identification must be done by the most senior members of the executive team and board, so they too must identify the tolerances for each. How long can each element be down before it must be restored? To arrive at these determinations is a complex equation that balances the required speed and the associated cost. Obviously, the more quickly a particular part of the value chain is restored to working order, the more expensive the supporting provisions for business continuity are.

Having now identified what parts of the business are important and what the company’s tolerances for their downtime are, it is important that the gaps that currently exist between restoration capabilities and what is desired are analysed. As part of this process, the business continuity team will establish which departments, employees, premises and equipment are involved in each of the critical areas. All of this information contributes to building the granular understanding required to estimate what is involved in restoring them.

Analysis, Design, Implementation and Validation are covered on pages 47-105 of the Good Practice Guidelines. For more information, visit the BCI website to download the Good Practice Guidelines or contact us for BCM advisory.


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