Keeping it Simple Driving BCM Program Adoption Through Simplification

Transcription

1 Keeping it Simple Driving BCM Program Adoption Through Simplification This case study will discuss how Time Warner Cable has redesigned the BCM program to focus on simplicity in planning and preparation and streamlined response requirements. The new program makes the plan creation process easier for the departments creating plans and has driven greater executive support and departmental participation in the overall BCM program. Rachelle Loyear MBCP, MBCI, PMP

2 Outline Past BCM Structure and Issues Lessons Learned from Hurricane Sandy Current BCM Structure and Benefits 2

3 Past Structure - Aligned Geographically Multiple BCM Managers implementing all program components in local footprints including: BIA / Risk Assessment BCM and DR Planning BCM Training and Personal Preparedness Plan Testing and Exercising Crisis Response Coordination Public / Private Partnerships Issues Lessened enterprise uniformity of program. Inconsistent messaging BCM team continually focus-switching across program components Functional Area SMEs are not BCM experts BCM responsibilities added to full plates for non-bcm personnel Executive support high / but low adoption at the front line level 3

4 Past Structure BCM Software Platform Software Program / Planner End Users Organization Structure BIA Risk Assessments Plans Issues Training Time Performance Issues Changing SMEs Complex Requirements / Extensive Plans Non-Uniform planning (levels of detail) 4

5 And Then 5

6 Sandy Landfall 6

7 Paidge Avenue Flooding 7

8 BCM Lesson 1: Hurricane Sandy Lessons Learned Your BCM plan will not serve as a floatation device. Bigger does not always equal better. Plans stayed on the shelf. Important considerations were overlooked. 8

9 BCM Lesson 2: Hurricane Sandy Lessons Learned Local Assessment and Response Personnel in place had the best insight to the needs. 9

10 BCM Lesson 3: Hurricane Sandy Lessons Learned Recovery personnel are better used to recover Endless conference calls do not aid recovery. Not everyone needs to be on every call. 10

11 BCM Program Changes RESPONDING TO LESSONS LEARNED 11

12 BCM Program Changes Functional Department Alignment BCM Planning Model Localized Response / Management Teams Emergency Response Program 12

13 Functional Alignment Single BCM Manager implementing single program component enterprise-wide Planning Responsible for defining BCM plan structure, templates, checklists, teams and other planning requirements. Responsible for assisting all Enterprise functional areas, facilities and crisis teams with plan creation and instituting and monitoring an annual maintenance /update schedule for all business continuity plans. Training, Testing, and Crisis Response Responsible for training all Crisis Management Team members across the TWC enterprise in crisis recovery responsibilities and for designing, planning, scheduling and facilitating annual BCM testing at the market level and any required ad hoc business process testing as needed / on demand and providing post-test reviews, action item tracking, and readiness reports. Response Readiness and Crisis Logistics Responsible for identifying vital assets and TWC needs/ method of protection and resource requirements for replacement of critical functions. Manages contingency contracts / vendor relationships for enterprise response plans. Manages the BCM emergency equipment program. Coordinates matrixed employees to oversee the local / state OEM / EOC representation. 13

14 Functional Alignment Benefits Single BCM Manager implementing single program component enterprise-wide Centralized function, control and delivery of program procedures and requirements. Top Down Implementation Single BCM point of contact for TWC Operations and Support departments ensures standardization of message and deliverables planning across the enterprise. Function-based program allows focus on excellence in the program component span of control Consistent Messaging 14

15 BCM Planning Model BIA Risk Assessment Universal Plans / Checklists Function / Team Specific Plans Interview Methodology 15

16 Business Impact Analysis / Risk Assessment Less Detailed Coverage BIA 8 pages of BIA questions to a single sheet. Scoring matrix based on plain language questions Risk Assessment Only for high BIA areas. 16

17 BIA / Risk Assessment 17

18 BIA / Risk Assessment Benefits BIA / Risk Assessment Limited questions find risks more effectively. Key points not obscured by extraneous information. Interview model minimizes overthinking. Scoring model allows uniform comparison. 18

19 Emergency Response Plans / Checklists Subsidiary Response Plan Reputation Incident Response Plan Business Operation Response Plans Local Market Facilities Functions / Departments Earthquake Incident Response Checklist Executive Crisis Management Team Data Loss Incident Response Plan Sever Weather Response Checklist Critical Infrastructure Incident Response Plan Pandemic Incident Response Checklist Cyber Incident Response Plan

20 Universal Checklists 20

21 Planning Checklist Benefits Universal Considerations Ensures all aspects of crisis are covered on management calls. Personnel not directly involved in recovery can ensure any overlooked items are addressed. Multiple functions contribute to checklists. Updates after any exercise or event feed future events. 21

22 Function / Team Specific Plans Simple Tool InfoPath in SharePoint Shortened Plan Templates Immediate Recovery Template 6 sections Delayed Recovery Template 3 sections Interview Based / BCM Team Completes 22

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24 Function Plan Benefits Simplified Form Less time required from SMEs. 2 to 3 hour meetings vs. weeks of time in old plans. Interview Model SME does not need BCM expertise, only knowledge of their area. Less stress for function SMEs. Group interviews allow for more robust plans. discussion draws out ideas. Better maintenance of plans by having quarterly checks for things such as POC information, etc., BCP is treated as a living document. 24

25 Local Crisis Assessment Team (CAT) The CAT assesses potential crisis events and determines whether the business impact is such that it can be dealt with locally by the local Crisis Response Team (CRT), or if it requires activation of the wider geographic market Crisis Management Team (CMT). Assessments are based on local trigger events. Triggers and team activation processes may differ geographically and are outlined in each individual CAT plan document. 25

26 Escalation Flow CAT > CRT > CMT The role of the CRT / CMT is to manage the response to / recovery from any business impacting disaster or crisis as outlined in the business continuity and disaster recovery plans that are in place across the TWC enterprise. Escalations can expand geographically or hierarchically. 26

27 Emergency Response Centralized call bridge management. Local technical operations centers have local visibility. National Operations Center for market events. CAT / CRT / CMT representation is department leadership. Status update calls for crisis management. Internal discussions happen at the department level. 27

28 Crisis Response and Escalation 28

29 Local Team / Response Benefits Efficiency of Crisis Response Enterprise Uniformity of Crisis Response Higher Level Coordination of Crisis Response / Exercises Market Level Exercises Enterprise Level Functional Area Involvement Train and Test our Crisis Management Team across the Enterprise Minimizing training time requirements Focused training per audience 29

30 Current stats Feedback / Adoption Planning satisfaction surveys 100% satisfied or higher. Testing satisfaction surveys 96% satisfied or higher. Plans completed YTD August plans completed of needed 170. Tracking completion of all plans by end of year. 30

31 Feedback / Adoption Comments The new format/methodology for plan building is great you guys took a 6-8 week very labor intensive project and turned it into a one day meeting of the SME s to produce a viable comprehensive plan that will actually be referenced during emergency situations. Your BCM webpage is like one stop shopping and makes home preparedness much easier, the checklists and templates are fantastic! Thank you. The plan was easy to follow and the project coordinator did an excellent job keeping all focused on the outcome of the plan. My feedback was taken into consideration and all others as well. We hope we never have to utilize this plan, but we feel confident that should we have to, that it will work as well as it was planned and thought out. 31