1. BUSINESS CONTINUITY
BY HUI ZHENG

2. What’s Business continuity?
Business continuity is the activity performed by an organization to ensure that critical business functions will be available to customers, suppliers, regulators, and other entities that must have access to those functions.

3. Three Important Definition
High availability
Ability to performance the service during any kind of failure.

4. Three Important Definition
High availability
Ability to performance the service during any kind of failure.
Continuous operations
A system maintains continuity of service to internal systems and customers through an uninterrupted delivery of critical service or functions

5. Three Important Definition
Disaster Recovery
Ability to performance recovery from the disaster at different locations.

6. Why Business Continuity?
Does everything worth?

7. DOWNTIME: The End-to-End Impact.
$ Know your downtime costs
PRODUCTIVITY
Number of employees affected x hours out x hourly rate
REVENUE
Direct loss
Compensatory payments
Lost future revenue
Billing losses
Investment losses
DAMAGED REPUTATION
Customers
Suppliers
Financial markets
Banks
Business partners
Media/analysts
FINANCIAL PERFORMANCE
Revenue recognition
Cash flow
Lost discounts A/P
Payment guarantees
Credit rating
Stock price
OTHER EXPENSES
Temporary employees, equipment rental, overtime costs, extra shipping costs, travel expenses, legal obligations
Source; Gartner Group, Inc

8. Information as a Strategic Asset
The value of your data
Protection of business critical information
A massive increase in data volume and
complexity
The reliability of back-up and recovery

9. DOWNTIME: Perceived Areas of Vulnerability
In a recent survey CFOs were asked "In which of the following areas do you feel your company is most vulnerable?”
Their responses were:
Disaster preparedness/recovery 37%
Security of information systems 24%
Protection of intellectual capital 11%
Detection of accounting fraud 10%
Theft by company employees 2%
Other 3%
None/not vulnerable 11%
Don't know/no answer 92%
Source: Robert Half Management Resources

10. DOWNTIME: Perception vs. Reality
Source: Business Continuity Institute, UK

11. DOWNTIME: Perception vs. Reality
Causes of Unplanned Downtime .
40% Operator errors
20% Environmental factors, Hardware, Operating system, Power, Disasters
40% Application failure
Source: Gartner Group, Inc

12. DOWNTIME: The cost
“On average, businesses lose US$108,000 of revenue for every hour that their IT infrastructure is down.” (Gartner)
Cost (US dollars) to businesses of unplanned downtime per hour by industry:
Brokerage Service $6.48 million and much more
Energy $2.8 million and more
Telecom $2 million and more
Manufacturing $1.6 million
Retail $636,000
Health Care $6.48 million
Media $90,000

13. Business Continuity Management
A compilation of processes that identifies and evaluates potential risks to an organization and develops the organization's resilience by ensuring critical objectives are met the resources necessary to achieve those objectives are available.

14. Key Elements Executive Management Commitment Cooperate
Standard or policy
Efficient response

15. Business Continuity Plan
Identify Risks – Triage to assess all processed
Develop Plans for Everything
Test and Exercise the Plans
Layer Business Plan & Disaster Plan

16. BCP Analysis Solution design Implementation
Testing and organizational acceptance
Maintenance

17. BCP Life Cycle .
Source; wikipedia.org

18. BCP Analysis Business Impact Analysis (BIA)
Threat and Risk Analysis (TRA)
Impact Scenarios
Recovery requirement

19. External Risks Risk present in natural disaster Labor Strife
The possible failure of business partners
Suppliers
Public utilities
Transportation
Telecommunication, and so on

20. Prioritize Risk Factors
Personal Safety Risk
Services Risk
Operational Risk
Revenue Risk
Liability Risk
Good Will (Societal) Risk

21. Imagine in below Scenarios
No power
No phone service
No water
No government service
What will you do? Panic?

22. Develop Scenarios How bad will the “big one be” be?
Extended Power, water, or telecom outages?
Supply chain disruptions?
Civil Unrest?
Develop various scenarios and pick which ones to plan for.
Plan for the worst but expect for the best situation

23. Emergency Management Plan
Work with local and regional disaster agencies
Assess special problems with disasters
Review and revise existing disaster plan
Look for new areas for disaster plan
Include disaster recovery plan