New Good Practice Guidelines take business continuity to next level
The updated Good Practice Guidelines, issued by the Business Continuity Institute, offers methodologies that are easier to follow, says Tracey Linnell, GM: Advisory Services at ContinuitySA.
Updated Good Practice Guidelines, recently issued by the Business Continuity Institute, offers practitioners and companies alike a significantly improved set of methodologies that are easier to follow and implement.
"Business continuity has grown considerably as a discipline, and the new guidelines reflect that," says Tracey Linnell, general manager: Advisory Services at ContinuitySA. "Good Practice Guidelines 2013 goes beyond descriptive statements to offer practical 'how-to' advice in layman's language. The guidelines will contribute to making business continuity measures much more effective."
Linnell says the Good Practice Guidelines complement the International Standards Organisation standard for business continuity (ISO22301): following the guidelines will help companies ensure they comply with ISO22301.
Among the improvements in the 2013 Good Practice Guidelines, Linnell singles out the greater focus on the supply chain and outsourcing. The guidelines go into much greater detail to show how business continuity plans must include suppliers. "You are responsible for ensuring that your suppliers have adequate business continuity plans and systems in place," Linnell explains. "These guidelines take into account that businesses operate in, and are dependent on, complex ecosystems and that business continuity needs to span all their components."
Another important improvement is the guidelines' deeper focus on the responsibility of top management to support business continuity initiatives - and how to make that support a reality. For example, they suggest building business continuity into executive performance appraisals. "Executive buy-in has been a problem in the past, so practical advice on how to obtain it is welcome," she says.
A related issue is the embedding of business continuity into the way a company does business. Here again, the guidelines notably shift focus from theory to action. In general, says Linnell, this is an area that receives too little attention but is vital if business continuity plans are really to be effective.
The 2013 guidelines also amplify guidance regarding business impact analysis, and show how this can be undertaken at various levels: strategic, tactical and operational.
One area in which the 2013 guidelines fail to deliver improvement is in the validation process, where the 2010 guidelines offer a set of processes that are more thorough. However, says Linnell, the review portion of the validation process is much improved.
"Once the business continuity plan has been completed, it needs to be reviewed for effectiveness. The 2013 guidelines offer functions, execution processes, methods and techniques as well as outcomes for each of an expanded number of areas," Linnell says. "Crucially, the review process also incorporates supplier performance - another welcome recognition that a company's business continuity efforts must cover the entire ecosystem on which it relies."
ContinuitySA is Africa's leading provider of business continuity management and related services. The company boasts some of the continent's most highly skilled and qualified business continuity and disaster management experts who help companies, organisations and government departments of all sizes prepare for and deal with all eventualities. These include potential threats, events, incidences and unforeseen or sudden disruptions due to human error or natural events.
ContinuitySA also provides a variety of hosting solutions, ranging from co-located to fully managed virtualised environments, with their primary focus being to ensure its clients are able to address the resilience and recoverability of their IT services. These hosting services are complemented by managed backup and recovery services, virtual server replication and high availability solutions to satisfy any level of continuity requirement.
ContinuitySA operates the largest recovery facilities in southern Africa. It has a number of recovery centres in southern Africa with over 20 000 square metres of recovery facilities in Midrand, Gauteng. Smaller sites have been located in Cape Town, Gaborone, Botswana and Mozambique, and a joint venture has been established in Mauritius.
ContinuitySA. Our business is keeping you in business. Additional information about ContinuitySA can be found at www.continuitysa.com.