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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