What are the key benefits of involving your stakeholders in your BCP development process?

For me the reliance on a simple 5x5 matrix of risk based on likelihood and impact is too simplistic. In the BIA I ask for a score of 1-5 for the impact of a crisis on Customers, Revenue, Reputation and Stakeholders. Add these together and multiply by the likelihood of impact and you get a much more nuanced priority of risk and impact. Happy to share.

Envolver as partes interessadas no processo de desenvolvimento do Plano de Continuidade de Negócios (BCP) é fundamental para uma identifica??o e prioriza??o eficazes dos riscos. Cada stakeholder traz uma perspectiva única que pode descobrir vulnerabilidades que poderiam passar despercebidas. Ao realizar sess?es de brainstorming e avalia??es de riscos com diferentes departamentos, você consegue mapear uma gama completa de amea?as potenciais. Essa colabora??o n?o só ajuda na prioriza??o dos riscos mais críticos, mas também garante que o plano final reflita as realidades operacionais, aumentando a eficácia e a resiliência do BCP.

It’s a good point on the 5 x 5 matrix. I would either take the likelihood out of the equation and calculate impact x time and then threat risk assess with I x L. You could also look at keeping the Likelihood but you’re always going to use the 5 on Likelihood as the event has happened- what do you do now scenario takes place.

A participa??o das partes interessadas é essencial para alinhar objetivos e expectativas no desenvolvimento do BCP. Quando todos os setores têm voz no processo, é possível garantir que o plano atenda às necessidades específicas de cada área da organiza??o. Essa comunica??o aberta ajuda a construir um BCP que n?o só é abrangente, mas também viável e prático. Além disso, ao trabalhar juntos para definir metas comuns, aumenta-se a propriedade e o comprometimento com a execu??o do plano, resultando em uma resposta mais ágil e focada em caso de uma interrup??o.

In my experience, regularly scheduled tabletop exercises with stakeholders and key personnel helps to socialize the BCP. The participants have an opportunity to practice their responses in preparation for disaster recovery, IT continuity and other related simulated scenarios.

In my experience whilst helping small businesses, involving stakeholders in the BCP development process is crucial. Stakeholders along with the team, bring diverse perspectives and insights that might not be evident from a top-down approach. This collaborative approach not only enhances the plan’s effectiveness but also fosters a culture of resilience and shared responsibility within the business.

I was always told your budget is your love letter to your department because what you care about, you fund. Safety, security, and emergency response can many times be seen as a nuisance instead of a necessity. As many have said on this thread the relationship with your stakeholders is key. Having a transparent dialogue with your stakeholders in which there is a valued idea exchange specifically on the budget can not only make your BCP better but allow you to show justification for your department's purchases. It is extremely beneficial when you can tie the expenses to communal ideas.

Enhance BCP Visibility Engaging your stakeholders presents a unique opportunity to bring much-needed attention to the role that BCP plays in reducing risk in your organization. This is your chance to educate your teams on how, by capping the downside to an outage, the investments your company makes in BCP serve to reduce the overall risk - and long-term costs - that are practically inevitable for lesser-prepared entities.

You (BC Manager/ Consultant) and your stakeholders - both will have smooth sailing on this implementation if you understand the following logic: 1. BC Manager is an (internal) consultant/ SME, who knows BCM best. But you (the business as the internal customer) know the Business best! 2. The BCM is created for the Business not for the BC Manager. 3. The Business owns the BIAs, RAs, BC Plans etc. 4. The Business is required to maintain and test these. 5. The BC Manager is the custodian of the framework (policy, manual, processes, templates). Take time to digest this philosophy and avoid conflicts and sail smoothly. Hence, involving your interested parties is key to success in BCM Implementation.