Wednesday, 21 December 2016

BUSINESS CONTINUITY PLAN

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Business Continuity Plan
Muhammad Syazwan Baharudin
Universiti Teknologi Mara , Puncak Perdana , Malaysia


Abstract
            In this paper we want to see what is the business continuity plan is and what is the methodology used in business continuity plan on the organizational and also departmental level, moreover to see the theory of the impact that the business continuity plan in the logistic context and operational context furthermore, what are the consideration need to be taken in account to implementing the business continuity plan in the organization how these business plan work and what are the details that are stated in the business plan and to get a better and simple understanding of the business continuity plan.

Keyword : business, financial, business plan

INTRODUCTION
            Business continuity plan or called in short BCP is a strategy planning that seek and analyze the threads or risk that the organization may be facing, with an objectives to protect and maintain the assets of the organization and be able to stand and can work properly under the risky event according to (Gordon, Biddle, & ILL, 2016) BCP can be explain that it is policy and procedure reasonably design to address operational and other risks related to a significant disruption in the investment adviser operation, including policies and procedure concerning the business continuity after a significant business disruption and business transitions in the event, the investment adviser is unable to continue providing investment advisory to services to the client.
            Next they also stated that as plans addressing the obligation of an adviser to take steps to protect client interest from being placed at risk as a result of the adviser inability to provide advisory services after natural disaster or the death of the owner or key personnel. The Proposed Rules, however, arguably take a much broader approach by including a variety of other risks. (B. Davison, 2014) also stated that Business continuity (BC) and disaster recovery (DR) planning consists of identifying the activities that an organization must effectively execute in order to resume operations after an unexpected event. Not only these two authors but (Bajgoric, 2014) also stated “Business continuity” or “business continuance” in e-business era is a term that emphasizes the ability of a business to continue with its operations and services if some sort of failure or disaster on its computing platform occurs. The terms of “business resilience”, “business continuity”, “business continuance”, “always-on business” are used as well in today’s e-business environment.

BUSINESS CONTINUITY PLAN
From the research paper (Lindström, Samuelsson, & Hägerfors, 2010) state that the business continuity planning methodology has been developed in three cases conducted during the last four years. Senior management, IT managers and employees in the three case organizations (both corporations and state agencies) have participated in this action research effort during the development, implementation or training on business continuity plans and planning. They also provide said that The methodology described uses an example of an organization comprising senior management and departments reporting directly to senior management. An organization organized in functions or divisions can easily adapt the way the departments are described to prepare.



Figure 1: “Staircase” methodology applied on organizational and department level

            The description of the figure above is:

1.   Senior management sets objectives and limitations for a business continuity plan using the business plan, organizational vision, strategy and objectives, and gets involved in the continuous process to develop and later on to maintain a business continuity plan.
2.  Process analysis – analyzes the organization’s processes, improve them, and pin point the “critical ones”. Find the hard deadlines in the processes and describe the routines in the processes starting with the critical ones.
3. Analysis of critical resources in the critical processes, i.e. management personnel, personnel, IT-systems/tools used and supplier list, business partners, check that reserve routines exist and are described, mapping of ISO/IEC 17799 requirements on the critical IT-systems/tools etc.
4.      Risk analysis/assessment . . . to risk mitigation planning.
5.      Development of a business continuity plan and maintenance process/plan.
6.   Implementation, tests, trainings and practices.
7. Business continuity planning maintenance process start-up. Now there is a business continuity plan to use and maintain.

The business continuity plan are basically learned through experience this can be seen as (B. Davison, 2014) stated in his paper that only the past experience with a discontinuity event appears to have a significant impact so each organization have extra preparation and know what they’re doing if they have experience the event before. Furthermore BC implementation involves awareness and impact of potential threats to business operations, as well as the level of operational resilience needed to respond to these threats, so a quick response by the management can be made. Lastly it is important to continuity testing and reviewing the actual plans. Hence it is important for the organization to know what are important to them as stated by (Joshi, 2015) with businesses today generating vast amounts of data, insufficient thought is given in many cases to how this material is stored, accessed and protected. This is notably so with startup businesses because there appear to be other more important issues to concentrate on, as the organization develops and grows.

CONCLUSION
            In conclusion it is important for the organization to have a revised and up to date business continuity plan so that the organization can keep in balance of the organization when facing the upcoming risk, the managements and staff needs to adapt and prepare to the BCP so that they can blend in on how to work with the BCP and furthermore provides a good BCP to the organization as everyone need to give their contribution in ensuring the plan wprks effectively and efficiently.




REFERENCE

            Lindström, J., Samuelsson, S., & Hägerfors, A. (2010). Business continuity planning methodology. Disaster Prevention and Management, 19(2), 243–255. doi:10.1108/09653561011038039

            B. Davison, C. (2014). Selected leadership demographics as predictors of continuity planning. Disaster Prevention and Management: An International Journal, 23(3), 243–251. doi:10.1108/dpm-08-2013-0140

            Ojha, D., Gianiodis, P. T., & Manuj, I. (2013). Impact of logistical business continuity planning on operational capabilities and financial performance. The International Journal of Logistics Management, 24(2), 180–209. doi:10.1108/ijlm-06-2012-0049

            Bajgoric, N. (2014). Business continuity management: A systemic framework for implementation. Kybernetes, 43(2), 156–177. doi:10.1108/k-11-2013-0252

            Joshi, K. (2015). Continuity planning: The importance of including digital property. Strategic Direction, 31(3), 33–36. doi:10.1108/sd-01-2015-0017


            Gordon, K ., Biddle, D., & ILP, R. (n.d). SEC Proposes Rules on Adviser Business Continuity and Transition Plans. Doi:86348020.2  

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