Transcript Business Continuity Maturity Model Workshop Agenda

Business Continuity Maturity ModelSM
Presented by Scott Ream, President, Virtual Corporation
1
BCMMSM Pilot Assessment Overview
Agenda

Virtual Corporation Overview

BCMMSM Conceptual Overview
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Assessment Methodology & Toolkit
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Questions & Discussion
© Copyright Virtual Corporation, 1994 - 2003
2
Business Continuity Credentials
Virtual Corporation’s Value
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Business Continuity is our core competency
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Corporate Philosophy centered on “nurturing” and “interdependence”
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95% of project revenues
20+ active BCM consultant stable
50+ screened consultants available
Extensive stable of technically skilled consultants
Know what the client wants and deliver it every time
Deliver knowledge transfer within each engagement
Begin each engagement planning for our departure
Produce timely results by adapting our methods to specific client requirements
Extensive relevant “large corporate” Business Continuity background
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Kaiser Permanente
United Government Services
Pfizer
Nike
© Copyright Virtual Corporation, 1994 - 2003
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Virtual Corporation Update
Business Continuity Service Offering
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BC Program Implementation
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Building the “business case”
BC program design
Emphasis on “sustainability”
Proven toolkit minimizes work
Example: Kaiser Permanente
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Business Continuity Maturity ModelSM
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Innovative Training Services
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Crisis Management / Incident Command
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Emergency Operations Models
Executive awareness and exercises
Example: Citigroup
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Disaster Recovery
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DR organizational design
Internal recovery strategy determination
3rd party vendor selection
Example: Schering Plough
© Copyright Virtual Corporation, 1994 - 2003
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Where are we now and what’s next?
“Public Domain” reference model
BCMMSM program assessments
“Intuitive” and “Rigorous” methods
“How to” Workshops
Sustainable BC Program Launch
BCMMSM Assessment
Building internal consulting teams
Comprehensive toolkits
Sustainable Planner
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Large-scale BC program software platform
Open architecture (Oracle / ASP)
Development licensing
Integrates data collection & document mgmt
Makes BC planning accessible to company
management team
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Business Continuity Maturity ModelSM
Development History
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1997
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2000
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Introduction Article in CPM
Formation of BCMMSM Working Team
2002
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CPM Baseline Survey
2001
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Initial Research
Professional Practices Mapping Project Initiated
Corporate Competencies Identified
2003
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Follow-Up Article in Disaster Resource Guide
On-going work with BCMMSM Working Team
Pilot Assessment Workshop at Continuity Insights
BCMMSM Assessment Toolkit Developed
Numerous Self-Assessment Workshop
Public launch – Q4/03
© Copyright Virtual Corporation, 1994 - 2003
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What is Business Continuity?
The four central disciplines
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Incident Management
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Security Management
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Physical security, information security, and any other activities associated
with protecting the integrity of targeted information and resources
Technology Recovery
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All aspects of emergency response, crisis management, and any other
activities involved in command, control, and communications during a
disastrous event
Ensuring that critical information systems hardware, software, networks and
applications are recoverable within defined recovery time objectives
Business Recovery

Ensuring that critical business functions and resources are recoverable
within defined recovery time objectives
© Copyright Virtual Corporation, 1994 - 2003
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Business Continuity Maturity ModelSM
Conceptual Overview
Competency Maturity Level
Level
Level
Level
Level
Level
Level
1
2
3
4
5
6
Self-Governed
Supported Self-Governed
Centrally Governed
Enterprise Awakening
Planned Growth
Synergistic
Program Basics
Program Development
Sr. Mgmt Professional
All Units
Integrated
CrossCommitment
Support
Functional
Governance Participating Planning
No
No
No
No
No
No
Marginal
Partial
No
No
No
No
Partial
Yes
Partial
No
No
No
Yes
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Increasing Business Continuity Competency Maturity
Original Business Continuity Maturity ModelSM Attributes
Program Basics
Program Development
 Senior Management Commitment
 All Business Units Participating
 Professional BC Support
 Conducting Integrated Planning
 BC Program Governance
 Implementing Cross-Function Capabilities
© Copyright Virtual Corporation, 1994 - 2003
7
Business Continuity Maturity ModelSM
Conceptual Overview
Competency Maturity Level
Level
Level
Level
Level
Level
Level
1
2
3
4
5
6
Self-Governed
Supported Self-Governed
Centrally Governed
Enterprise Awakening
Planned Growth
Synergistic
Program Basics
Program Development
Sr. Mgmt Professional
All Units
Integrated
CrossCommitment
Support
Functional
Governance Participating Planning
No
No
No
No
No
No
Marginal
Partial
No
No
No
No
Partial
Yes
Partial
No
No
No
Yes
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Increasing Business Continuity Competency Maturity
Level 1 - Self-Governed
Business continuity management has not yet been
recognized as strategically important by senior
management.
© Copyright Virtual Corporation, 1994 - 2003
8
Business Continuity Maturity ModelSM
Conceptual Overview
Competency Maturity Level
Level
Level
Level
Level
Level
Level
1
2
3
4
5
6
Self-Governed
Supported Self-Governed
Centrally Governed
Enterprise Awakening
Planned Growth
Synergistic
Program Basics
Program Development
Sr. Mgmt Professional
All Units
Integrated
CrossCommitment
Support
Functional
Governance Participating Planning
No
No
No
No
No
No
Marginal
Partial
No
No
No
No
Partial
Yes
Partial
No
No
No
Yes
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Increasing Business Continuity Competency Maturity
Level 2 - Supported Self-Governed
At least one business unit or corporate function has
recognized the strategic importance of business
continuity and has begun efforts to increase executive
and organization-wide awareness.
© Copyright Virtual Corporation, 1994 - 2003
9
Business Continuity Maturity ModelSM
Conceptual Overview
Competency Maturity Level
Level
Level
Level
Level
Level
Level
1
2
3
4
5
6
Self-Governed
Supported Self-Governed
Centrally Governed
Enterprise Awakening
Planned Growth
Synergistic
Program Basics
Program Development
Sr. Mgmt Professional
All Units
Integrated
CrossCommitment
Support
Functional
Governance Participating Planning
No
No
No
No
No
No
Marginal
Partial
No
No
No
No
Partial
Yes
Partial
No
No
No
Yes
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Increasing Business Continuity Competency Maturity
Level 3 - Centrally-Governed
Participating business units and departments have
instituted a rudimentary governance program,
mandating at least limited compliance to standardized
BCM policy, practices and processes to which they
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have commonly agreed.
© Copyright Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Conceptual Overview
Competency Maturity Level
Level
Level
Level
Level
Level
Level
1
2
3
4
5
6
Self-Governed
Supported Self-Governed
Centrally Governed
Enterprise Awakening
Planned Growth
Synergistic
Program Basics
Program Development
Sr. Mgmt Professional
All Units
Integrated
CrossCommitment
Support
Functional
Governance Participating Planning
No
No
No
No
No
No
Marginal
Partial
No
No
No
No
Partial
Yes
Partial
No
No
No
Yes
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Increasing Business Continuity Competency Maturity
Level 4 - Enterprise Awakening
All critical business functions have been identified and
business continuity plans for their protection have been
developed across the organization. For the first time, all
four BC disciplines have been “fully” implemented.
© Copyright Virtual Corporation, 1994 - 2003
11
Business Continuity Maturity ModelSM
Conceptual Overview
Competency Maturity Level
Level
Level
Level
Level
Level
Level
1
2
3
4
5
6
Self-Governed
Supported Self-Governed
Centrally Governed
Enterprise Awakening
Planned Growth
Synergistic
Program Basics
Program Development
Sr. Mgmt Professional
All Units
Integrated
CrossCommitment
Support
Functional
Governance Participating Planning
No
No
No
No
No
No
Marginal
Partial
No
No
No
No
Partial
Yes
Partial
No
No
No
Yes
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Increasing Business Continuity Competency Maturity
Level 5 – Planned Growth
Business continuity plans and tests incorporate multidepartmental considerations of critical enterprise
business processes.
© Copyright Virtual Corporation, 1994 - 2003
12
Business Continuity Maturity ModelSM
Conceptual Overview
Competency Maturity Level
Level
Level
Level
Level
Level
Level
1
2
3
4
5
6
Self-Governed
Supported Self-Governed
Centrally Governed
Enterprise Awakening
Planned Growth
Synergistic
Program Basics
Program Development
Sr. Mgmt Professional
All Units
Integrated
CrossCommitment
Support
Functional
Governance Participating Planning
No
No
No
No
No
No
Marginal
Partial
No
No
No
No
Partial
Yes
Partial
No
No
No
Yes
Yes
Yes
Yes
No
No
Yes
Yes
Yes
Yes
Yes
No
Yes
Yes
Yes
Yes
Yes
Yes
Increasing Business Continuity Competency Maturity
Level 6 - Synergistic
All business units have a measurably high degree of
business continuity planning competency. Business
protection strategies that accurately model the
critical business functions are formulated and tested
successfully.
© Copyright Virtual Corporation, 1994 - 2003
13
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self Governed
Supported Self
Governed
Centrally
Governed
Enterprise
Awakening
Planned Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
Summary Descriptors for How an Organization Evolves
The “Athlete Model”
 Describes each Level of the Business Continuity Maturity ModelSM in terms of a
maturing runner
The “Comparative Model”
 Clusters Levels into three groups of relative competency valuation
© Copyright Virtual Corporation, 1994 - 2003
14
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Corporate Competencies
Leadership
BC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
BC Program Content
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self-Governed
Supported
Self-Governed
Centrally
Governed
Enterprise
Awakening
Planned
Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner”
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
General Attributes of an Organization at Each Maturity Level
VL
VL
VL
VL
VL
VL
VL
VL
L
L
L
L
L
L
L
L
M
L
L
L
M
M
L
M
H
M
M
L
M
H
M
H
H
H
H
M
H
H
H
H
H
H
H
H
H
H
H
H
The Corporate Competencies
 Used to objectively measure the organization’s developmental maturity.
 Rankings shown above represent strawman “standard” scores at each Level of maturity.
© Copyright Virtual Corporation, 1994 - 2003
15
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Corporate Competencies
Leadership
BC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
BC Program Content
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self-Governed
Supported
Self-Governed
Centrally
Governed
Enterprise
Awakening
Planned
Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner”
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
General Attributes of an Organization at Each Maturity Level
VL
VL
VL
VL
VL
VL
VL
VL
L
L
L
L
L
L
L
L
M
L
L
L
M
M
L
M
H
M
M
L
M
H
M
H
H
H
H
M
H
H
H
H
H
H
H
H
H
H
H
H
Leadership
The commitment and understanding demonstrated by executive management regarding
the implementation of a scaled, organization-wide business continuity program. The
degree to which the “business case” has been articulated and understood.
© Copyright Virtual Corporation, 1994 - 2003
16
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Corporate Competencies
Leadership
BC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
BC Program Content
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self-Governed
Supported
Self-Governed
Centrally
Governed
Enterprise
Awakening
Planned
Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner”
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
General Attributes of an Organization at Each Maturity Level
VL
VL
VL
VL
VL
VL
VL
VL
L
L
L
L
L
L
L
L
M
L
L
L
M
M
L
M
H
M
M
L
M
H
M
H
H
H
H
M
H
H
H
H
H
H
H
H
H
H
H
H
BC Awareness
The breadth and depth of business continuity conceptual awareness throughout all staff
levels of the organization.
© Copyright Virtual Corporation, 1994 - 2003
17
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Corporate Competencies
Leadership
BC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
BC Program Content
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self-Governed
Supported
Self-Governed
Centrally
Governed
Enterprise
Awakening
Planned
Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner”
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
General Attributes of an Organization at Each Maturity Level
VL
VL
VL
VL
VL
VL
VL
VL
L
L
L
L
L
L
L
L
M
L
L
L
M
M
L
M
H
M
M
L
M
H
M
H
H
H
H
M
H
H
H
H
H
H
H
H
H
H
H
H
BC Program Structure
The scale and appropriateness of the business continuity program implemented across
the organization. The degree to which the BC Program matches the articulated business
case.
© Copyright Virtual Corporation, 1994 - 2003
18
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Corporate Competencies
Leadership
BC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
BC Program Content
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self-Governed
Supported
Self-Governed
Centrally
Governed
Enterprise
Awakening
Planned
Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner”
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
General Attributes of an Organization at Each Maturity Level
VL
VL
VL
VL
VL
VL
VL
VL
L
L
L
L
L
L
L
L
M
L
L
L
M
M
L
M
H
M
M
L
M
H
M
H
H
H
H
M
H
H
H
H
H
H
H
H
H
H
H
H
Program Pervasiveness
The level of business continuity coordination between departments, functions and
business units. The degree to which business continuity considerations have been
incorporated in other business initiatives / programs.
© Copyright Virtual Corporation, 1994 - 2003
19
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Corporate Competencies
Leadership
BC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
BC Program Content
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self-Governed
Supported
Self-Governed
Centrally
Governed
Enterprise
Awakening
Planned
Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner”
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
General Attributes of an Organization at Each Maturity Level
VL
VL
VL
VL
VL
VL
VL
VL
L
L
L
L
L
L
L
L
M
L
L
L
M
M
L
M
H
M
M
L
M
H
M
H
H
H
H
M
H
H
H
H
H
H
H
H
H
H
H
H
Metrics
The development and regular reporting of quantifiable criteria used to monitor the BC
Program performance. The establishment of a baseline and on-going tracking of
established business continuity competency goals.
© Copyright Virtual Corporation, 1994 - 2003
20
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Corporate Competencies
Leadership
BC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
BC Program Content
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self-Governed
Supported
Self-Governed
Centrally
Governed
Enterprise
Awakening
Planned
Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner”
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
General Attributes of an Organization at Each Maturity Level
VL
VL
VL
VL
VL
VL
VL
VL
L
L
L
L
L
L
L
L
M
L
L
L
M
M
L
M
H
M
M
L
M
H
M
H
H
H
H
M
H
H
H
H
H
H
H
H
H
H
H
H
Resource Commitment
The application of sufficient, properly trained and supported personnel, financial and other
resources to ensure the sustainability of the BC Program.
© Copyright Virtual Corporation, 1994 - 2003
21
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Corporate Competencies
Leadership
BC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
BC Program Content
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self-Governed
Supported
Self-Governed
Centrally
Governed
Enterprise
Awakening
Planned
Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner”
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
General Attributes of an Organization at Each Maturity Level
VL
VL
VL
VL
VL
VL
VL
VL
L
L
L
L
L
L
L
L
M
L
L
L
M
M
L
M
H
M
M
L
M
H
M
H
H
H
H
M
H
H
H
H
H
H
H
H
H
H
H
H
External Coordination
Coordination of business continuity issues and requirements with external community
including customers, vendors, government regulatory bodies, unions, local 1st responders,
etc. Insure that critical supply chain partners have in place adequate BC Programs of their
22
own.
© Copyright
Virtual Corporation, 1994 - 2003
Business Continuity Maturity ModelSM
Latest Work of the BCMMSM Working Team
Increasing Business Continuity Competency Maturity
Maturity Model Levels
Athlete Analogy
Comparative Model
Corporate Competencies
Leadership
BC Awareness
BC Program Structure
Program Pervasiveness
Metrics
Resource Commitment
External Coordination
BC Program Content
Level 1
Level 2
Level 3
Level 4
Level 5
Level 6
Self-Governed
Supported
Self-Governed
Centrally
Governed
Enterprise
Awakening
Planned
Growth
Synergistic
Able to Crawl
Able to Walk
Able to Run
“Fit” Runner”
Competitive Runner
Olympic Runner
Organization “At Risk”
“Competent” Performer
“Best of Breed”
General Attributes of an Organization at Each Maturity Level
VL
VL
VL
VL
VL
VL
VL
VL
L
L
L
L
L
L
L
L
M
L
L
L
M
M
L
M
H
M
M
L
M
H
M
H
H
H
H
M
H
H
H
H
H
H
H
H
H
H
H
H
BC Program Content – Business Continuity Disciplines
The degree and quality of implementation of each of the four central disciplines of BC:
1. Incident Management
3. Business Recovery
2. Technology Recovery
4. Security Management
© Copyright Virtual Corporation, 1994 - 2003
23
BCMMSM Assessment Toolkit
“Controlled-Access” public domain & proprietary materials

“Controlled” Public Domain Materials





Key Concepts
Competency Grids
Requirements (Corporate Competencies)
Requirements (BC Disciplines)
Proprietary Materials

Delivered to participants in Assessment Training





BCMMSM Calculator



Proofs
Assessment Questionnaire
Assessment Methodologies
Acquisition & Analysis Checklist
Submit completed questionnaire to be scored
Data retained for aggregation
The BCMMSM Service Center




Regularly scheduled and custom Assessment training
Web-based access to BCMMSM resources
Maintains aggregate databank – publish benchmark results
Maintains / updates Business Continuity Maturity ModelSM
© Copyright Virtual Corporation, 1994 - 2003
24
BCMMSM Assessment Toolkit
Corporate Competency Grids

Key Concepts


Criteria Categories


Specific characteristics inherent to each Corporate Competency
Criteria Descriptors


Summary descriptions of how the Corporate Competency evolves
from Level to Level
Descriptions of how each Criteria evolves from Level to Level
7 Corporate Competency Grids

BC Program Content treated summarily – defies “patterning”
© Copyright Virtual Corporation, 1994 - 2003
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BCMMSM Assessment Toolkit
Sample Competency Grid – BC Program Structure
General Characteristics
Athlete Analogy
Comparative Model
BC Program
Structure
Key Concepts
Strategy / Culture / Goals
Definition: relevant to business
goals & competitive
environment
Excellence: "Impedance match"
between S/C/G & BCP
Level 1
Level 2
Able to Crawl
Able to Walk
Organization “At Risk”
SELF-GOVERNED
Unstructured, potentially
counter productive
No definition
SUPPORTED SELFGOVERNED
Increasing understanding
of BCM, common
terminology in use.
Dept/BU BCM activities in
sync with relevant portions
of enterprise strategy,
culture and goals.
Level 3
Level 4
Able to Run
“Fit” Runner
“Competent” Performer
Level 5
Level 6
Competitive Runner
Olympic Runner
“Best of Breed”
CENTRALLY
GOVERNED
Awareness & adoption
ENTERPRISE
AWAKENING
Integration
PLANNED GROWTH
SYNERGISTIC
Explicit vertical and
horizontal integration
Prominence
A business case is
established for BCM
Mandatory BCM strategy
review requirement in
place and integrated into
budget cycle
BCM considered in
development of enterprise
business strategies
BCM and its relationship
to available products and
services has become a
quantifiable and
marketable competitive
advantage.
Change management
procedures with BCM
coordinators in place at
Dept/BU level
BCM is one of the drivers
contributing to enterprise
business strategy
development.
Audit findings across
enterprise begin to reflect
more positive BCM
response
Management explores new
technologies and
innovative BCM solutions.
Innovative processes
piloted and incorporated
into enterprise BCM
program.
Organizational Design
Definition: explicit methods of
company
Excellence: supports enterprise
approach & is definitive
Roles & Responsibilities
Definition: who & what
Excellence: accountability &
clarity
Self Defined
Identification of key
internal linkages and
working agreements
Identification of BCM
critical functions and roles
Enterprise BCM process is
compatible with overall
Enterprise business
strategy
Sustainability &
survivability are principles
of enterprise
Undefined
Dept/BU staff has
responsibility for BCM.
Participating Dept/BUs
have common BCM chain
of command.
Formal BCM linkages of
responsibility and
relationships defined and
adhered
Formal BCM linkages to
performance goals and
compensation
Formal BCM linkages to
performance goals and
compensation
Policies & Processes
Definition: how (i.e. rules of
operation)
Excellence: consistent & clear
One or several Dept/BUs
implemented a few self
selected components of
BCM
Active Dept/BUs have
formulated policies,
standards & practices.
Dept/BUs share common
BCM policies, standards &
practices.
Enforceable BCM policies,
standards, & practices in
effect across the enterprise
Regular reviews of
enterprise BCM policy,
standards, and practices.
Pro-active executive
participation in
development of new BCM
policy
No enterprise policy for
BCM exists.
Business Continuity
Charter published for
participating Dept/BUs.
Overlapping roles may
occur.
© Copyright Virtual Corporation, 1994 - 2003
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BCMMSM Assessment Toolkit
Additional Toolkit Materials

Performance Requirements

Content



Format



“Master BCMMSM Assessment Questionnaire”
Use: Intuitive and Rigorous Assessments
Proofs

Content



Auditable measures and deliverables that verify completeness at each BCMM SM Level
Format


Criteria used to determine completion percentage
Documents completeness of each Corporate Competency at each BCMM SM Level
“BCMMSM Proofs Acquisition and Analysis Checklist”
Use: Rigorous Assessments only
BCMMSM Calculator

Content


Format


Algorithmic tool using Performance Requirement data and proprietary weighted algorithm
Automated program accessible on Virtual’s website (available Q4/03)
Use: Returns Business Continuity Maturity ModelSM Scorecard
© Copyright Virtual Corporation, 1994 - 2003
27
BCMMSM Assessment Toolkit
Preview BCMMSM Assessment Methodologies

Primary Assessment Ground Rules




Target holistic “organization” for most accurate results
Apply methodology and tools consistently and thoroughly
Share feedback with BCMMSM Service Center for aggregation and model enhancement
Intuitive Assessment






Assessment Focus: Where are we now & where should we be headed next?
Quick turn-around (< 4 weeks elapsed time)
Minimally invasive process (analysis based on questionnaire)
Assumes “expert” knowledge available
Identifies BC program gaps and immediate opportunities
Deliverables:



Business Continuity Maturity Level Scorecard
State-of-Preparedness Report including recommendations for immediate action
Rigorous Assessment

Customized implementation includes Intuitive Assessment deliverables plus these options:





Executive briefings and other business continuity awareness training programs
Enterprise business impact analysis
BC program design plan including staffing and budget models
BC program implementation plan
Auditable proofs collected and evaluated

© Copyright Virtual Corporation, 1994 - 2003
Granularity of proofs review can be tweaked to meet specific assessment requirements
28
BCMMSM Assessment Toolkit
Sample Timeline for an Intuitive BCMMSM Assessment

Step 1 – Scope the Assessment (week 1)





Step 2 – Collect Assessment Data and Information (weeks 2 and 3)




Prepare & distribute respondent questionnaires
Respond to questions as needed
Collect and validate questionnaires
Step 3 – Complete Assessment Analysis (week 4)



Determine organizational scope
Review BCMMSM Master Questionnaire
Identify respondents
Prepare and distribute Assessment announcements
Apply answers to BCMMSM Assessment Calculator
Document findings and validate where appropriate
Step 4 – Prepare Assessment Report (week 4)


Calculate BCMMSM Organizational Maturity Rating
Document BC program strengths, gaps, and recommended next steps assessed against BCMMSM
Corporate Competencies including high-level BC Program Content:




© Copyright Virtual Corporation, 1994 - 2003
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