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Business Continuity Management in COVID 19 times
It has become increasing clear that important area of application for modern project management must be in the field of emergency response (ER) disaster recovery (DR) and Business Continuity (BC).

But how are you coping with Business Continuity at the time of COVID 19.

- Did you address effectively Business Continuity in your projects?
- What will you do differently in the next projects to deal with it?
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This is a very interesting, well done and FREE Business Continuity training https://marketplace.pmi.org/Pages/ProductD...uct=00101623100
Business Continuity is not a matter of project. Is a matter of company wide architecture. Project/Programs/Portfolios will run inside the umbrella of Business Continuity and all you stated. I am writting this because if organizations do not think Business Continuity in company wide scope they will fail.
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1 reply by Cinzia Pellegrino
Apr 13, 2020 1:46 PM
Cinzia Pellegrino
...
Dear Sergio Luis, many thanks for your contribute and your clarification.
What I meant is that ultimately the outcome of BCP is to ensure that if an untoward event does happen the organization will readjust to continue pursuing business targets.
Executive management will need to decide to support allocation of resources to the projects that are decided to be kept alive.
In my experience projects that have better addressed threats and have a solid project risk management plan are less likely to be put on hold in case of business continuity execution.
Business Continuity is resilience of organizations in the light of disruptions. Think this applies to organizations, their units and also for projects.

A company may go bust (and many will), but some of its units and projects probably survive. The risks of organizations lies more in liquidity, revenue, profits, while for many projects these are not as such important. Projects may suffer from funding dryout, but also have means to ensure create new sources. Main risks for projects now are people, government restrictions, supply chains.

In Germany, most construction projects continue and even speed up. Projects shield themselves from people problems by splitting staff on isolated shifts and making extra efforts to hire people.

Resilience is build by having attributes like modularity, redundancy, adaptability, prudence, diversity and being aware / interacting with the environment. This can be achieved on every level.
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1 reply by Cinzia Pellegrino
Apr 13, 2020 1:47 PM
Cinzia Pellegrino
...
Many thanks Thomas, as usual, very clear.
Apr 13, 2020 9:09 AM
Replying to Sergio Luis Conte
...
Business Continuity is not a matter of project. Is a matter of company wide architecture. Project/Programs/Portfolios will run inside the umbrella of Business Continuity and all you stated. I am writting this because if organizations do not think Business Continuity in company wide scope they will fail.
Dear Sergio Luis, many thanks for your contribute and your clarification.
What I meant is that ultimately the outcome of BCP is to ensure that if an untoward event does happen the organization will readjust to continue pursuing business targets.
Executive management will need to decide to support allocation of resources to the projects that are decided to be kept alive.
In my experience projects that have better addressed threats and have a solid project risk management plan are less likely to be put on hold in case of business continuity execution.
...
1 reply by Sergio Luis Conte
Apr 13, 2020 2:21 PM
Sergio Luis Conte
...
You are welcome. I will write something obvious but just to clarify because I worked a lot on this type of initiatives. What organizations must do is a Business Continuity Plan (BCP). Inside it you have a Disaster Recovery Plan (DRP) which is the technological component of the solucion and the Business Continuity Management (BCM) which is the non-technological component of the solution. Project/programs/portfolios will execute taking it as a layer inside the enterprise architecture but when you start a project/program/porfolio all related to it is inherited from it. Related to project/program/portfolio you have a governance process. That is the process that will help the right people to decide about kill/continue/hold a project/program/portfolio based on the information the project/program/portfolio manager provide. So, if I understood well your post, both are different things no matter both are related with low coupling and high cohesion.
Apr 13, 2020 10:05 AM
Replying to Thomas Walenta
...
Business Continuity is resilience of organizations in the light of disruptions. Think this applies to organizations, their units and also for projects.

A company may go bust (and many will), but some of its units and projects probably survive. The risks of organizations lies more in liquidity, revenue, profits, while for many projects these are not as such important. Projects may suffer from funding dryout, but also have means to ensure create new sources. Main risks for projects now are people, government restrictions, supply chains.

In Germany, most construction projects continue and even speed up. Projects shield themselves from people problems by splitting staff on isolated shifts and making extra efforts to hire people.

Resilience is build by having attributes like modularity, redundancy, adaptability, prudence, diversity and being aware / interacting with the environment. This can be achieved on every level.
Many thanks Thomas, as usual, very clear.
Apr 13, 2020 1:46 PM
Replying to Cinzia Pellegrino
...
Dear Sergio Luis, many thanks for your contribute and your clarification.
What I meant is that ultimately the outcome of BCP is to ensure that if an untoward event does happen the organization will readjust to continue pursuing business targets.
Executive management will need to decide to support allocation of resources to the projects that are decided to be kept alive.
In my experience projects that have better addressed threats and have a solid project risk management plan are less likely to be put on hold in case of business continuity execution.
You are welcome. I will write something obvious but just to clarify because I worked a lot on this type of initiatives. What organizations must do is a Business Continuity Plan (BCP). Inside it you have a Disaster Recovery Plan (DRP) which is the technological component of the solucion and the Business Continuity Management (BCM) which is the non-technological component of the solution. Project/programs/portfolios will execute taking it as a layer inside the enterprise architecture but when you start a project/program/porfolio all related to it is inherited from it. Related to project/program/portfolio you have a governance process. That is the process that will help the right people to decide about kill/continue/hold a project/program/portfolio based on the information the project/program/portfolio manager provide. So, if I understood well your post, both are different things no matter both are related with low coupling and high cohesion.

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