Implementing Pragmatic Business Continuity Management Program
Elvin Chan, JD CPA CEng MBCP, Associate Director, APAC Business Continuity at Royal Bank of Canada
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There are so many myths about Business Continuity Management (BCM). Some say it is only for the large multinational corporations; some say it is all about having backup information technology (IT) systems; some say it is merely another items on the compliance checklist.
Like any emerging professional practices, BCM has a fancy set of terminology and sometimes it is difficult to understand what they truly mean. With the introduction of ISO23001, definitions of some of the BCM parameters like Recovery Time Objective (RTO) have got standardized definitions. However, there are not any standardized methodology to determine parameters.
Any one may determine these critical parameters using their own creative methodology and sometimes, even introducing their own interpretation on the definitions. Many of the BCM programs are getting fancier with different innovative methodologies and definitions and this is one of the reasons why we have so many myths surrounding the realm of BCM.
However, BCM is talking about business survival during difficult times and it should be going back to the basics - what are the needs of your organization in such difficult times and how such are needs be addressed through your BCM program.
- Understand the definitions of the BCM parameters in terms of daily business operating requirements
- Understand the common missing links between emergency management, crisis management, BCM and IT DR and how to bridge the gaps
- Understand how to integrate BCM program into Enterprise Risk Management (ERM) program in order to ensure BCM risks are properly addressed
- Thorough analysis on the lifecycle of the BCM program and identify the most important elements in each of the stage of the lifecycle for participants to focus on
- Demonstrate how to integrate the fundamental concepts and tools of Business Process Reengineering (BPR) for designing a pragmatic BCM program
- Learn how to seamlessly integrating emergency management, crisis management and IT Disaster Recovery (DR) into the effective and realistic BCM program
- Understand real-life examples on how to use various tools introduced in the course for implementing a BCM program that is aligned to the business needs and robust
Seminar Fee Includes:
USB with seminar presentation
Hard copy of presentation
$100 Gift Cert for next seminar
Areas Covered in the Seminar:
- Identifying Different BCM Frameworks
- Learn and understand various ISO23001 Definitions of BCM Parameters
- A thorough analysis on Traditional BIA process
- Implementing BPR approach to BIA
- Business Impact Analyses
- Recovery Time and Point Capabilities
- Business Impact Analysis & Risk Assessment
- Recovery Strategies
- Diversification of Resilience Arrangements
- Business Continuity Plans
- Types of BCM Related Plans
- Interrelationship of BCM Related Plans
- Testing Program
- IT Disaster Recovery Management Plan
- Key Differences Between BCM & DR Management
- Supply Chain Resilience
- BCM Key Risk Indicators
- Training and Awareness Programs
- Crisis management and Crisis Communication Programs
- Emergency Management - Learn the most effective way to set it up
- Crisis Management - Why are tabletop exercises not enough?
- BCM and ERM
- From Business Continuity to Business Resilience
Who will Benefit:
- Professionals who want to expand their knowledge in BCM
- Operations managers responsible for contingency or resilience planning
- Business Continuity Managers or Specialists
- IT DR Managers or Specialists
- Operations management professionals
|Day 1 (8:30 AM – 4:30 PM)
||Day 2 (8:30 AM – 4:30 PM)
- 8:30 – 9:00 AM: Registration
- 9:00 AM: Session Start Time
- Different BCM Frameworks
- DRII Professional Practices
- BCI GPG
- Generally Accepted Principles for BC by DRJ
- HKMA Business continuity planning supervisory policy manual – TM-G-2
- MAS Business Continuity Management Guidelines
- SS 540
- ISO23001 Definitions of BCM Parameters
- Traditional BIA process
- Criticality of activities
- Recovery resource requirements
- Interdependencies and recovery sequence
- BPR approach to BIA
- Value Chain Analysis
- Activity Volume and Lead-time Analysis
- PERT Network Diagram
- End-to-end Cycle time vs SLA
- Product / Customer Segmentation and Prioritization
- Financial Analysis Approach
- Case Study
- Emergency Management
- Legal Aspect of Emergency Management Program
- Key elements of EMP
- Case Study – Super Typhoon Haiyan
- Crisis Management
- Crisis Management and Crisis Communication
- Key elements of CM Program
- Case Study – March 11 Japan Crisis
- IT DR Management
- Do all IT services require DR?
- RTC and RPC
- DRP vs DR Management Program
- Key elements of DR Management Program
- From Business Continuity to Business Resilience
- Linking EM, CM, BCM and DR
- Maturity Model
- How to rationalize the required level of continuity?
- How to justify the desired level of resilience?
- BCM as a Competency Edge: Case Study
- BCM and ERM
- Enterprise Risk Register vs BCM Program Risk Register
- Use Enterprise Risk Governance to your advantage
- Business Continuity Workshop
- Designing Crisis Simulation Exercise
Meet Your Instructor
||Elvin Chan JD CPA CEng MBCP
Associate Director, APAC Business Continuity at Royal Bank of Canada
Elvin Chan has more than 15 years of experience in managing business interruption risks. He was awarded with Master Business Continuity Professional (MBCP) certification by Disaster Recovery Institute International (DRII) in 2009, being the first MBCP certified in Greater China region. Elvin is currently the Head of Enterprise Business Continuity Management for the Asia Pacific region of Royal Bank of Canada. His experience in Business Continuity Management (BCM) covers many industries, including telecommunications, real estate management, hospitality, healthcare, clean-room manufacturing, luxury product manufacturing, beverage bottling, airport management, banking and insurance.
Elvin is a Certified Public Accountant (CPA) from the Hong Kong Institute of CPAs and a Chartered Engineer (CEng) from the Engineering Council of United Kingdom. He also has a Juris Doctor (JD) degree from the City University of Hong Kong and his research interest is the laws in personal data privacy protection.
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