Client Recommendations for RMP's BCP
"Bryan worked with us to develop a realistic desktop exercise scenario for DFAT’s head office and then facilitated the exercise scenario for over 50 management and staff. He showed great skill keeping such a large group engaged and moving through the exercise efficiently while drawing out key points along the way." Adam Robertson, Director, Corporate Planning Section, Executive, Planning and Evaluation Branch, Department of Foreign Affairs and Trade
In RMP’s risk management consulting roles we stress the need for organisations to put processes in place to ensure they are adaptive and resilient - that is swift to predict and react to current and evolving forces of change. Unfortunately not all change can be reasonably forecast and heading that list is the rapid change when a disaster strikes. Hence in our consulting suite is our BCP service.
There are plenty of issues related to BCP following a major business disruption from emergency management, crisis management, managing the recovery phase and restoring the business as close to and sometimes beyond its pre-event standing. There are also specialist areas such as IT Disaster Recovery Planning and Pandemic Planning and then there are all those specialist acronyms like BIA, MAO, RPO and RTO.
RMP offers an internationally recognised methodology from the Disaster Survival Planning Network (DSPN) in the US. Born out of the experience of Californian earthquakes, the DSPN methodology is simple, practical and robust. Most importantly, however, it works. The methodology has been implemented in more than 160 organisations internationally and RMP has exclusive rights to the methodology in Australia.
Using the DSPN methodology, we reduce cost and minimise disruption to your day-to-day business while guiding you through development of your recovery plans or we help you to audit and update your existing plans.
RMP's Managing Director, Bryan Whitefield, acts as a facilitator throughout your project to provide guidance, training and subject matter expertise in BCP. This will significantly reduce the amount of time you and other key personnel will spend on determining content, format and appropriate alternative business recovery solutions.
|RMP's Must Do List for Business Continuity Management:|
|Communication||You must treat your communication plan seriously. When the big one happens, forget landlines, forget talking on a mobile phone – how are you going to communicate? Remember, the earlier you communicate the sooner people can be properly informed and can start to calm down. Social media provides great opportunity here and you need to be monitoring it anyway after a major event to manage your reputation.|
|Command and Control||You must get your senior management to attend test exercises. Otherwise they will be unclear about what is planned if an event happens, or worse still, they may be ill-informed and may take control and throw a good plan out the window.|
|Change with the Business||So often I see a BCM strategy implemented, not embedded and consequently forgotten. The business changes, the operation changes and the recovery priorities change and all of a sudden the BCP and, in particular the IT Disaster Recovery Plan (DRP), are out of sync with business operations.|
|Test Your IT DRP||It is one thing for the IT department to say they have a robust DRP, however, if it has never been tested there is more than a remote chance it will not deliver anywhere near expectations.|
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