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Topics: Healthcare, Knowledge Management, Strategy
What are the big Roadblocks to a Business Continuity Plan?

Roadblocks to a Business Continuity Plan

A key component of a business is its survivability. This means that a business can survive and maintain a competitive advantage during rough financial or economic times. It also means that a business can survive accidental events that may cause detrimental effects to the business. To lay out the framework or structure for survivability, a company must have a Business Continuity Plan (BCP) in place.

A BCP is a formal, documented, and approved plan belonging to an organization describing its approach to responding to emergency events (both internal and external). A key component of a BCP includes a framework for executing critical business functions within an acceptable time frame and with minimal damage or delay.

Although many individuals think that business continuity is the same as Disaster Recovery (DR), there are some major differences between the two. Business continuity primarily deals with the maintenance of or continuation of revenue-producing activities, while disaster recovery usually focuses on the amount of time it takes for individual information systems to come back online after a significant event. Business continuity focuses on long-term disruptive events that can lead to major issues to the ongoing viability of an organization, while disaster recovery focuses on short-term events primarily related to the recovery of systems back to the most current state that they were in prior to an event happening.

What is the status of your BCP and what roadblocks did you have to overcome?
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Having teams at different locations is good for creating a BCP plan. you can mitigate adversaries happening at one location (like network outage, fire, natural calamities) impacting the business. this way business can continue to work as usual. Plus having your key resources spread out at different location is also very important.
Therefore vision and planning with that vision is major roadblock for BCP. You have to think out-of-box for situations you might have never seen and might never see.

The roadblocks I find is people do not understand what business continuity and DR. There is a tendency in the human being about thinking "nothing wrong will happend to me" and it is not easy "to sell" the idea about creating an initiative related to business continuity or DR. As you know to create this type of environments demmands an important investment driven for the type of architecture you will implement. So, define the "logical" component is not a problem. What is sometime missing is the "physical" component definition where you have to consider lot of things not only technical once.

Great explaining from others.

BCP is a great topic. I see it as contingency plans in enterprise risk management and a necessary element of resilience.
The question answered is how to continue business if a uncertain events is interupting it. In scope should be all physal assets, IT systems, staff, real estate, infrastructure etc that support daily business but also intangible assets like trust, reputation, brand value etc.
The greatest inhibitor is that the CEO has it on his agenda or not. Sometimes organizations are forced to act on risk by compliance.
resilience / BCP questions could be
- how to react if a chemical disaster contaminates your HQ area for unforseen time
- how to react if a virus decimates your key staff
- how to react if your control of fraud fails (VW)
- how to react if your DC is flooded

I have encountered two road blocks:
1) It is considered an internal project and, therefore, is lower priority than client projects
2) there is little motivation to test the DCP plans, even to do a simple paper-based testing.

I totally agree with Stephane.BCP plan will be created just for compliance.

Agree with previous comments

BCP, DC and I would had Ressources Development (training) are consider Internal projects they are part of first cut in spending and last in priority in many corporation.

At the corporate level they all agree on the importance, but not on putting ressources into it.

Main roadblock I have encountered in my projects is Company Strategy. I have been working with companies that would prefer not to implement solutions if they were not redundant, while others would keep just one server on standby in case their main office burned down. Strategy before technical implications, mind you ...

I would be interested to read how other Global companies are maintaining the level of skills & knowledge required to offer support between different Geo locations. When talking about geographies like Europe & Asia for ex. there could be significant process variations, different tools used and overall lack of commonality and legal specifics. Then add the difference in time zones, employees fluctuation rates in each of the locations, language dependency etc. etc. Do you have any example how to address these problems?

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