One Article Review
| Source |  NoticeBored |
|---|---|
| Identifiant | 1779393 |
| Date de publication | 2020-03-17 08:58:05 (vue: 2020-06-29 11:00:30) |
| Titre | NBlog March 17 - COVID-19 BCM |
| Texte |  From my narrow perspective as a practitioner, manager and consultant in the field, some 20-30 years ago, Business Continuity Planning revolved around IT Disaster Recovery which generally involved (at the time) either powering up an alternative data centre or hiring a few servers on the back of a truck and plugging them in to restore services taken out when the data centre was flooded/burnt. It was almost entirely IT focused, expensive, and could cope with very few disaster scenarios (there still had to be somewhere for the truck to park up and plug in, while the backups to be restored had to have survived miraculously, plus of course the rest of the organization - including the alternative data centre plus the people and associated essential services).From that primitive origin, BCP started to get better organised, with scenario planning and tabletop exercises, and actual 'management' instead of just 'planning' - leading to Business Continuity Management. The scenarios expanded, and before long organisations realised that they couldn't reasonably plan and prepare playbooks for every possible situation, every single risk. Also, the process linkages with incident management grew stronger, including the shortcuts necessary to escalate serious incidents, authorise and initiate significant responses quickly etc. Oh and warm-site and hot-site concepts appeared, along with Recovery Time Objective, Recovery Point Objective and a few other basic metrics. Then, about 10 to 15 years ago, resilience popped out of the ether as a supplement for IT DR and other recovery approaches, the idea being to do whatever it takes to maintain essential services supporting essential business processes. Even today, some organisations struggle with this concept, and yet "high availability" systems and networks, dual-live/distributed systems, load-sharing, multi-sourced supplies, customer diversity etc. are reasonably straightforward and generally-accepted concepts. I guess they have trouble joining the dots - particularly in the area of workforce resilience, and the cultural aspects of "We WILL get through this: now, what can I do to help? Here, hold my beer ..." During the past 10 years or so, true contingency approaches have appeared, in some organizations at least, partly in rec |
| Envoyé | Oui |
| Condensat | also covid even here i it most oh or our the there this we will 22301 about accepted actively activities actual again ago airline all allow allowing almost along already also alternative another any apollo appeared appears approach approaches appropriate appropriateness are area arise arose around around it around/cutting aspects associated authorise availability awareness back backups baled bank basic bcm bcp beer before being best better beyond business but can cannot capable case cash centre chains change civilisation classic climate cloud cobble collaborating collaboration company competencies competing competitors compliant component concept concepts conglomerates considering constraints consultant contemporaneous contingency contingent continuity control cope costly could couldn course covid creative crisis cultural culture cupboard customer cutthroat data demonstrate departments depending different disaster disasters diversified diversity documentation doesn dots dual duct during dynamic each earthquakes economy effective either enable energetic entire entirely eruptions escalate essential etc ether evaluate every example exercises exist expanded expensive extend extends extra extremely facing fall fare fascinating feet field financial find flooded/burnt flown focused foreseen foresight from future/impending gasping generally get given global going good governance governments gradually grams graphically grew groups guess had hand hard have having healthcare heap help hence high hiring hold hot how human idea identifying ignore illustrating illustration: improvement incident incidents including individual individuals industrial industries industry inevitably initial initiate instead insurers integral interests intriguingly involved iso isolated its joining just keiretsu key laid leaders leading league leagues learn least less limitations line linkages links live/distributed load long maintain man management manager managing march materials means measurement meltdown: members mess metrics miraculously modern more most mostly motivational multi narrow nations natural nblog necessarily necessary need needed networks networks: nor not notch now numerous objective objectives of/reaction off often only opetition opportunities organisations organised organization organizations origin other others out out/replacing park part particularly partly past people perspective piste plan planning planning revolved plans playbook playbooks players plug plugging plus point points politicians popped possible post power powering practitioner pre predicted prepare prepared prevent primitive priorities process processes promote promoting proper pulling quick quickly rather realised really reasonably recognition recovery redundant relies rely remaining resilience resilient resourceful resources respond response responses rest restore restored right risk scared scenario scenarios scrambling security see seen seizing serious servers services set several shall sharing shebang shortcuts significant single site situation situations skills some something somewhere sorts sourced space specific sports spotting stability stake started stiffness store story straightforward strategies strengthening/working stronger structured struggle study: such sufficient supplement supplies supply support supporting survival survived system systematic systems tabletop take taken takers takes talent tape teams term terms that them theme then thing things thinking this: those through time times today together too tourist traditional triumphant trouble truck true tsunamis turn used vacuum very wall warm watching way weaker weakest weight well what whatever when where whereas which who whole will willing winner words workforce working world: worth years yet |
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