£8.60
Business Continuity Planning
A Project Management Approach
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Book Description
If a major event such as a terrorist attack, 7.2 earthquake, tsunami, or hacker attack were to disrupt business operations, would your organization be prepared to respond to the financial, political, and social impacts? In order for your company to be resilient, it must be ready to respond and recover quickly from the impact of such events. Business continuity is the discipline that can help your organization become truly resilient.
Business Continuity Planning: A Project Management Approach explains how to deploy project management, risk management, business continuity, and business preparedness methods in a manner that will ensure organizational resiliency. With an emphasis on building business preparedness plans, it covers the fundamental principles of project management, risk management, business continuity, and business preparedness.
Upon reading this book, you will learn how to apply project management to institute business continuity governance and to build and maintain business preparedness plans. You will also learn what’s required to conduct an effective business impact analysis.
Detailing a proven plan for achieving business continuity and business preparedness, the book includes numerous diagrams, checklists, and tools to help you determine exactly what you must do to prepare for a serious event. It also explains how to test your continuity plans and evaluate preparedness processes to ensure your organization will be truly prepared to withstand or recover from the next emergency, disaster, or catastrophic event to affect your organization.
Table of Contents
Why You Need Business Continuity and Business Preparedness
What are Business Continuity and Business Preparedness?
Drivers for Business Continuity
Let’s Get Real
Time to Pretend
Additional Insights
Taking Action using Project Management
Getting Started Checklist
A Business Continuity Primer
Goals
Benefits
Terminology
Key Concepts
Challenges
Deliverables
Stakeholders
Final Thoughts
Getting Started Checklist
Apply Project Management
Three Key Deliverables
PM, the Catalyst
The Other Actions
How the Actions Integrate
Making PM Happen
Define Vision, Goals, and Objectives for Projects
Plan the Project
Organize the Project
Execute the Project
Monitor and Control the Project
Close the Project
How Things Can Go Awry
Deliverables
Stakeholders
Increasing Chances for Success
Getting Started Checklist
Project Management 101
Fundamentals of Project Management
Major Processes of Project Management
Leading.
Defining
Planning
Organizing
Executing
Monitoring and Controlling
Closing
Final Thoughts
Enterprise Risk Management 101
Key Concepts
Risk Management and Business Continuity
Benefits
Terminology
Implementation of, and Deliverables from,
Risk Management
Actions to Take
Mid-Level and Project Managers
Challenges
Final Thoughts
Establish Governance
What is Governance?
Goals
Terminology
Key Concepts
Benefits
Challenges
Making Governance Infrastructure Happen
Making Education and Awareness Happen
Final Thoughts
Case Study
Getting Started Checklist
Conduct the Business Impact Analysis
What is a Business Impact Analysis?
Goals
Terminology
Benefits
Challenges
Key Concepts
Making the BIA Happen
Conduct BIA
Analyze Results of the BIA
Report on BIA
Schedule for BP
Deliverables
Stakeholders
Integration of Activities
Final Thoughts
Case Study, Continued
Getting Started Checklist
Build the Business Preparedness Plan
What is a Business Preparedness Plan?
Goals
Terminology
Key Concepts
Benefits
Challenges
Characteristics of a "Good" Plan
Making Building the BP Plan a Reality
Deliverables
Stakeholders
Integration of Activities
Final Thoughts
Case Study, Continued
Getting Started Checklist
Test the Business Preparedness Plan
What is Testing?
Goals
Terminology
Key Concepts
Benefits
Challenges
Making Testing Happen
Deliverables
Stakeholders
Integration of Activities
Final Thoughts
Case Study, Continued
Getting Started Checklist
Maintain the Business Preparedness Plan
What is Maintenance?
Goals
Terminology
Key Concepts
Benefits
Challenges
Making Maintenance Happen
Deliverables
Stakeholders
Integration of Activities
Final Thoughts
Case Study, Continued
Maintenance
Getting Started Checklist
Perform Process Improvement
What Is Process Improvement?
Goals
Terminology
Key Concepts
Deliverables
Stakeholders
Integration of Activities
Final Thoughts
Case Study, Continued
Getting Started Checklist
Keystones for Success
Project Management, The First Keystone
Keystone: Be Proactive, Not Reactive
Keystone: Adopt a Formal, Systematic Approach
Keystone: Practice, Practice, Practice
Keystone: Prepare Employees
Keystone: Incorporate Social Media in Recovery
Keystone: Emphasize the Importance of Communications and Information Sharing
Keystone: Stress Only the Essential Elements of Information
Keystone: Think Strategically
Keystone: Look beyond the Enterprise
Keystone: Stress Agility
Keystone: Adhere to a Multidisciplinary Systems Perspective
Keystone: Never Forget the Supply Chain
The Keystone of Keystones: Back to Number
Glossary
Appendices:
Case Study Project Charter
Project Statement of Work
Draft Business Preparedness Plan
Bibliography
Index
Author(s)
Biography
Ralph L. Kliem, PMP, CBCP, President of LeanPM, LLC, has over 30 years of experience with Fortune 500 firms, including Safeco Insurance Companies and The Boeing Company. As a senior project manager for Boeing, he managed many agile, financial compliance, and business continuity (BC) projects. Some of the BC projects he managed included building, testing, and maintaining BP plans for the 747, 767, 777, and 787 programs. He also managed a major proof of concept project and preparation of the corresponding business case for a web-based business analytics software application that recently won the CIO Award for Risk Management, CSO Award for Innovation and Risk Management, the Manufacturing Leadership Council ML 100, and the Manufacturing Leadership Council Project of the Year for 2014.
Gregg D. Richie, PMP, CNP, MCTS, has over 35 years of experience in the project management and facilities management fields. He has managed or consulted on more than 1200 projects in the United States and other locations around the world, including Japan, Italy, Spain, Philippines, and Guam. He is a founding member and the managing partner for P8 LLC, which is a PM training and consulting firm that specializes in Microsoft Project implementations for small- to medium-sized companies. While on active duty with the US Navy SEABEES, he spent several years learning and implementing disaster recovery techniques, conducting drills, and being involved at some level in disaster recovery for the 1983 Marine Barracks attack, the 1985 Mexico City earthquake, the 1991 Mt. Pinatubo eruption, and Hurricane Iniki, which struck Kauai in 1992.