BCPTrainingFeb112008 ppt

© Vanguard EMC Inc 2003

Business Continuity PlanAwareness Session on

OHFS BCP PlanOHFS: Occupational Hygiene Field Support171 Slater Street, Ottawa, Ontario [9th Floor]

Feb 11, 2008 – by Simon J Daigle, M.Sc., M.Sc(A) Occ H IH


Session LogisticsOHFS BCP Awareness• Class Times (2 hours)• 1 Break (10 minutes)• Session Agenda Item:

• OHFS BCP Plan [Copy]• BCP Activation

• Technology Resources• Facility Resources• BCP Planned Exercise


The Key to Adult Learning….

• 1.0% through TASTE• 1.5% through TOUCH• 3.5% through SMELL• 11% through HEARING• 83% through SIGHT

• 10% of what we READ• 20% of what we HEAR• 30% of what we SEE• 50% of what we SEE & HEAR• 80% of what we SAY• 90% of what we SAY and DO

We learn…. We retain….

………….. is participation!


Objective: Awareness session

To provide a general knowledge andunderstanding of the principles of the OHFS

1. BCP Plan and 2. BCP Team Roles and 3. Responsibilities, BCP Activation


Group IntroductionsGroup Introductions

– Your nameYour name– Your title and what you doYour title and what you do– Your departmentYour department– Work locationWork location– Your continuity planning experienceYour continuity planning experience– Personal interests outside of workPersonal interests outside of work


What is a Disaster?What is a Disaster?

BCP Definition:

Any accidental, natural or malicious event which disrupts normal operations or services for sufficient time to affect significantly, or to cause failure of, the

business function or complete enterprise

Webster:

A sudden, unplanned, calamitous event causing great damage or loss


Common Causes of Disasters Common Causes of Disasters

Power BlackoutsPower Blackouts

EarthquakesEarthquakes

FloodingFlooding

Wild-land FiresWild-land Fires

Transportation Transportation

TerrorismTerrorism

TornadosTornados

Winter StormsWinter Storms

CommunicationsCommunications

HurricanesHurricanes

Plant FiresPlant Fires

Technology - ITTechnology - IT

Riots and Civil DisturbancesRiots and Civil Disturbances Epidemics and Pandemics Epidemics and Pandemics


Should We Be Concerned?Should We Be Concerned?

• Disasters are more frequent

• Impact is more severe

• Private sector: A large number of businesses experiencing a disaster cease operations within two years or suffer crippling economic setbacks


PerceptionPerception

It is a common belief that disastersIt is a common belief that disastersonly happen to others.only happen to others.

It is a common belief that disastersIt is a common belief that disastersonly happen to others.only happen to others.


TranspoCO


Daily - Weekly - MonthlyDaily - Weekly - Monthly


Ready for AnythingReady for Anything

A business continuity video by Commonwealth Films.


Business Continuity PlanningBusiness Continuity Planning

"A business process, which helps to"A business process, which helps toassure continuation of Critical or Time assure continuation of Critical or Time

Sensitive services regardless of anySensitive services regardless of anyevent that may occur."event that may occur."


Prime BCP ObjectivePrime BCP Objective

Reduce the consequences of a disaster to an acceptable level

What is acceptable?Who defines acceptable?

Who determines cost of acceptable?


Business Continuity / RecoveryBusiness Continuity / Recovery

How do we get fromHow do we get from

HereHere There?There?


Plan Plan DevelopmentDevelopment

PhasesPhases

DisasterActivation

Planning &Orientation

Service IDand Analysis

Identifying Dependencies

Building the Action Plan

Exercising

Maintenance

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Execution

Planning & Orientation

Service ID& Analysis


IdentifyingDependencies

Plan Exercising

Plan Maintenance


– Senior management commitment and BC policies

– Business continuity objective(s) and requirements

– Business continuity terminology and assumptions

– Departmental Business Continuity Committee - SMB – Senior Management Board - CMT – Crisis Management Team


– Senior management commitment and BC policies

– Business continuity objective(s) and requirements

– Business continuity terminology and assumptions

– Departmental Business Continuity Committee - SMB – Senior Management Board - CMT – Crisis Management Team


• Establish the mission to be accomplishedEstablish the mission to be accomplished

• Define the scopeDefine the scope

• Create, map and detail the course of actionCreate, map and detail the course of action

• Identify resources needed to meet the goalsIdentify resources needed to meet the goals

• Control, delegate and manage to ensure Control, delegate and manage to ensure successful completionsuccessful completion

Planning OrientationPlanning Orientation


Planning is everything,

……the plan is nothing..

Dwight D. Eisenhower

Knowledge, understanding, confidence and insight

are the beneficial by-products of the planning process


First Pillar of a BCP Program

Governance StructureGovernance Structure

SMB

Departmental BCP Committee

Regional/Branch BCP Coordinators

Directorate/Programme Level BCP Coordinators

Division/Business Unit Level


Execution





Plan Exercising

Plan Maintenance

Fact Gathering

- Identify Services delivered by the business unit

- Business impact analysis (BIA)

(Identify impacts of the service not being delivered)

- Establish “Time Sensitivity Level” and “Criticality"


Prudent PlanningPrudent Planning

YourOrganization

PublicAuthorities

Media

Threats

Neighbours

Threats

Suppliers

Threats

Threats

Threats


Execution





Plan Exercising

Plan Maintenance


What is the minimum number of resources required to maintain the service at an acceptable

level?

– Human Resources– Technical Resources– Facility Resources– Essential Records


What is the minimum number of resources required to maintain the service at an acceptable

level?

– Human Resources– Technical Resources– Facility Resources– Essential Records


Organization Resources to Organization Resources to ConsiderConsider

Building

ComputerH/W PC/LAN

PowerSecurity

Environmental

OperatingSystems

Applications

Data

Admin.Equipment

Internal & ExternalClients & Users

Comm.Circuits & Equip.

S/W

PEOPLEPEOPLE

PEOPLEPEOPLEPEOPLEPEOPLEPEOPLE

PEOPLEPEOPLE

PEOPLEPEOPLEPEOPLEPEOPLEPEOPLE

Inventory& Materials

PEOPLE


Execution





Plan Exercising

Plan Maintenance


- Plan objectives - MALS

- Establish Criticality

- Technical Workarounds

- Manual Workarounds

- Detailed account of Who, What When and Where a service will be continued

- Sign off on the Plan


Execution





Plan Exercising

Plan Maintenance

Post-Implementation Review

– Exercise program and objectives– Exercise plans, scenarios, and

actual exercises– Plan (exercise) evaluation

Post-Implementation Review

– Exercise program and objectives– Exercise plans, scenarios, and

actual exercises– Plan (exercise) evaluation


Testing & ExercisingTesting & ExercisingWhy ExerciseWhy Exercise

Determines if the BCP plans are applicable

Identifies gaps in the:

- Business Continuity Plans

- Participant roles and responsibilities

Reduces

- Decision making

- Disorientation during an event

- Recovery time

- Unnecessary costs


- Appoint Exercise Director and Team

Fully outline the exercise goals & objectives

- Research and understand the inter-dependencies

Map out your guidelines and ground rules

Initial Stages of ExercisingInitial Stages of Exercising


Ingredients of anIngredients of anExercise ProgramExercise Program

• Preplanning • Managing• Tracking• Evaluation – Gap Analysis• After Action Report • Executive Report • Change Management


Execution



Building theAction Plan


Plan Exercising

Plan Maintenance

Updating the Plan

– Schedule for update and maintenance activities

– Software tools

– Employee Awareness and Training

– Review criteria

– Program status, reporting, and audits

– Plan distribution and security

Updating the Plan

– Schedule for update and maintenance activities

– Software tools

– Employee Awareness and Training

– Review criteria

– Program status, reporting, and audits

– Plan distribution and security


Execution





Plan Exercising

Plan Maintenance

If a Disaster Occurs

– Declare disaster

– Execute recovery operations

If a Disaster Occurs

– Declare disaster

– Execute recovery operations


• Situation analysis

• Disaster Declaration Process

• Initial Response

• Contact Information

Escalation ProceduresEscalation Procedures


Keeping in Touch During Service Disruptions

Telephone your SupervisorTelephone your Supervisor

E-mail your SupervisorE-mail your Supervisor

Check HC Web Site www.hc-sc.gc.ca

Check HC Web Site www.hc-sc.gc.ca

Monitor the local MediaMonitor the local Media

Your Supervisor Calls You!Your Supervisor Calls You!

Telephone the BCP Hotline@

1-877-727-7007(711 for the hearing impaired)

Telephone the BCP Hotline@

1-877-727-7007(711 for the hearing impaired)

Check your e-mailsand/or

Broadcast voice mail messages

Check your e-mailsand/or

Broadcast voice mail messagesEmployee’s Obligation to Remain Available for Work

Employee’s Obligation to Remain Available for Work


Execution



Building theAction Plan

IdentifyingDependencies

Plan Exercising

Plan Maintenance

Continuous Continuous ChangeChange

Always be prepared Always be prepared to go back and make to go back and make

adjustments.adjustments.


Business Continuity Management

for

Health Canada

Part II

Using the Database


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This will be a list of all resources identified in the resource requirements

As identified in facility resources


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FATE FAVOURS THE PREPARED

- Louis Pasteur

Thank you!

Dave Haines

Documents

BCPTrainingFeb112008 ppt