SWG Global e-business Transformation - Beverley A. RetjosSenior

SWG Global e-business Transformation - Beverley A. RetjosSenior free pdf ebook was written by User on March 19, 2007 consist of 22 page(s). The pdf file is provided by greaterboston.acp-international.com and available on pdfpedia since April 27, 2012.

swg global e-business transformation business continuity overview beverley a. retjos senior manager –..losses? 4. how long could our critical processes stay unavailable? 5. what..strategies to bridge gaps - define scope of the emergency event - identify...

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SWG Global e-business Transformation - Beverley A. RetjosSenior pdf




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SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 1
SWG Global e-business Transformation Business Continuity Overview Beverley A. Retjos Senior Manager – WW SWG Security & Controls 03/12/07 © 2007 IBM Corporation
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SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 2
SWG Global e-business Transformation Business Continuity Management (BCM) Process of ensuring that a business is prepared to survive any disruption that threatens its ability to provide products and services Plans minimize the effect of any disruption to those critical services resulting in a significant loss (temporary or permanent) of human resource and/or critical skill base caused by Threat Physical site incident Natural or manmade disaster Human-based incident Employees, visitors and others working at IBM sites Revenue stream Brand image Bottom line: Protect IBM’s © 2007 IBM Corporation Page 2
SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 3
SWG Global e-business Transformation How did SWG approach Business Continuity? SWG approached Business Continuity by answering the following questions: 1. What is the scope (what to protect ourselves from)? 2. What do we need to protect (which are our critical processes)? 3. What are our tolerable losses? 4. How long could our critical processes stay unavailable? 5. What applications and services support the critical processes (Information Technology, Voice Services, etc)? 6. How long can we operate manually before we need access to the applications and services? 7. What is our current capability to meet our business recovery requirements (Information Technology and business processes)? 8. What strategies do we need to establish to meet our business recovery requirements (must balance costs with losses)? 9. What procedures must we have to provide a viable recovery capability? 10. How are we going to maintain our recovery capability? © 2007 IBM Corporation Page 3
SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 4
SWG Global e-business Transformation IBM BRCS approach to Business Continuity Planning Phase 1 Identify Critical Business Process - define scope of the emergency event - identify business recovery objectives - determine IT recovery requirements - define process linkages - identify process recovery timeframes - identify data loss threshold Phase 2 Technology Recovery Procedures Phase 3 TRP Develop strategies to bridge gaps Management Response - evaluation / declaration procedures - incident management tasks Assess Current IT Capabilities - data backup & recovery - telecommunication network - hardware configuration & linkages - forward recovery capability - operational procedures BCP Business Contingency Procedures - initial manual procedures - recovering lost transactions - enter collected data - process business as usual © 2007 IBM Corporation Page 4 Capability / Maintain / Test - recovery scripts for IT systems - local area network - wide area network - voice & fax
SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 5
SWG Global e-business Transformation SWG Business Continuity Common Process © 2007 IBM Corporation Page 5
SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 6
SWG Global e-business Transformation Business Continuity Plan for a Pandemic – Avian Flu 1. What is the business criteria for determining which processes are critical and need to be recovered and which processes can be deferred Must continue to meet our legal and regulatory requirements Must continue to pay employees Will defer all management reporting for xx period of time 2. Identification of assumptions on which the BCP will be based Plan for 50% staff absences for periods of about 12 week period Overall, a pandemic wave will last about 12 weeks followed by a 12 week recovery with another 12 week wave © 2007 IBM Corporation Page 6
SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 7
SWG Global e-business Transformation Business Continuity Plan for a Pandemic – Avian Flu 3. Identification of the critical business processes 4. Identification of business and IT requirements, e.g. staff, vital records, voice services, IT systems 5. Recovery time objectives for business processes and technology 6. Identification of approach to be used to resume critical business processes 7. Identification of interdependencies with other IBM departments 8. Identification of interdependencies with other external business partners 9. Location for alternate processes site for critical technology In case a building is quarantined, can IT be managed remotely? If so, for how long? 10. Location of alternate work areas 11. Documentation of contingency procedures Are there existing plans that can be leveraged? 12. Identification of critical information such as External Emergency Number, External Contact List (Vendors, Business Partners) Emergency Operation Center locations, Business Unit Contingency Teams, Vital Records Crisis Management Team © 2007 IBM Corporation Page 7
SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 8
SWG Global e-business Transformation Business Continuity Plan for a Pandemic – Avian Flu 13. Linkages to other Business Continuity Plans 14. What policies and procedures do we need to create to keep the pandemic from affecting our employees and/or facilities once it arrives? 15. What policies and procedures do we need to create to contain the illness once it affects an IBM employee and/or facility? How will we track the occurrence? What reporting will be required outside of IBM? 16. What criteria will we use for agreeing to return to business as normal including internal communications with staff and externally with related agencies? 17. What are the procedures for managing the return to business as normal? © 2007 IBM Corporation Page 8
SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 9
SWG Global e-business Transformation Business Continuity Plan for a Pandemic – Avian Flu 18. How do we handle HR issues? Health and safety of IBM employees (e.g. employees may not want to go to particular locations due to safety concerns) Employees looking after people who become sick Employees who need to look after children because schools have been closed Employees who cannot work from home 19. How do we handle Facilities? Restriction of access for both customer, business partners and employees How do we secure a building that has been closed by RESO/CMT? What is IBM’s criteria for closing a facility? 20. How will we communicate to employees, customers and business partners © 2007 IBM Corporation Page 9
SWG Global e-business Transformation - Beverley A. RetjosSenior  - page 10
SWG Global e-business Transformation SWG Pandemic Planning Team Structure AIM AIM SWG WW Business Infrastructure Tivoli Tivoli Beverley Retjos Valerie Westphal IM IM Rational Rational PLM PLM WPLC WPLC © 2007 IBM Corporation Page 10
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