1. Boeing Business Continuity
Candace Denegal
Karen Juhl
SCRLC, June 4, 2008

2. Table of Contents Boeing preparedness history
The need for integration: Enterprise Business Continuity
Journey to building resiliency
Sponsorship from Boeing CEO and Executive Council
Business Continuity Council and PRO 6651
Business Preparedness Leaders network
Scoping results
Building Business Preparedness competency
Business Preparedness planning approach and methodology
Supplier Management engagement
Engage SCRLC in supply chain discussion

3. Boeing Computer Disaster Preparedness & Recovery Program (CDP&R)
Mission: Lead company-wide development and implementation of IT Service
Continuity Management policies, standards, tools and processes
History:
1995 CDP&R established
1997 Constant Readiness Center
1998 Boeing Supplier Disaster Recovery program with IBM
2007 CDP&R name changed to Information Technology Preparedness (ITP)
Accomplishments:
1997 Dialogic Notification enterprise-wide disaster communication tool
2002 Living Disaster Recovery Planning System (LDRPS)

4. Boeing Emergency and Disaster Preparedness Program
Mission:
Protect people, products, property and information during large-scale incidents
History:
1992 Established enterprise-wide employee and company Emergency and Disaster Preparedness program
2007 Program name changed to Emergency Preparedness (EmP)
Accomplishments:
45 Emergency Operation Centers manage incidents in coordination with Enterprise Crisis Management Center
Standardized evacuation processes
Standardized Volunteer Disaster Response Team

5. Boeing Business Continuity Program (BC) Business Preparedness
Mission:
Ensure recovery and restoration of critical processes during any disruptive event
History:
2005 Enterprise-wide BC program established to formalize and mature the discipline called “Business Preparedness” (BP) planning and to integrate ITP, EmP, and BP

6. Business Continuity Program: Oversees integration of EmP, ITP, and BP
Boeing will be the strongest, best, and best-integrated aerospace company in the world for today and for tomorrow. ~ Jim McNerney
Ensure Boeing’s resilience through integration

7. The journey to building resiliency
Transition- position organization
for sustaining model
2009/10
Enterprise “State of Preparedness” Assessment
BP Deployment Plan Created for Business Unites and Functions
Develop “Initial” BP Plans
Launch Business Continuity Integrated Leadership Team
Refine Business Continuity Service Offering
Conduct Business Impact Analyses
Identify Critical Processes by Business Unit and Function
Launch of SSG BC program
2007:
Launch of enterprise BC program, in order to:
Establish BP planning as a competency and strengthen current competencies in EP and ITP
Define practical, achievable BP plans that minimize the impact of disruptive events on critical processes
Integrate the practices of CDP, EDP and BP
PRO-6651
CDP and EDP titles changed to ITP and EP, respectively
Mandated the integration of ITP, EP, and BP under BC
2008 – BCILT (Business Continuity Leadership Team)
Made up of the leadership of ITP, EP, and BP
Team reports to BC Leader
2008
SSG pilots business preparedness planning
Establish Business Preparedness Leaders Network
Integrated Business Continuity PRO 6651
Business Continuity Enterprise Assessment to
Boeing Executive Council
Staff “Deployment” Team
Define Business Continuity service offering
2007
Establish Business Continuity Council
Develop Enterprise Pandemic Plans
Develop Business Continuity Methodology
Design Program Structure
2006

8. Our success is based on support from Boeing CEO and Executive Council
In May 2007 enterprise assessment results were shared
with Boeing CEO,Jim McNerney and his Executive
Council. Some key comments from McNerney…..
Setting Business Continuity goals is a strategic decision
Each of you needs to establish a minimum standard for your business
Improvements should be targeted
Mandate on work with Suppliers

9. Boeing Business Preparedness Engagement Model
Executive
Commitment
BP Planning
and Deliverables
Exercise, Test, and Validation
Integrated
Governance
Model
Business Units & Functions
Establishes new PRO for enterprise business continuity and links to EmP and ITP PROs
Enterprise Business Continuity Council
Integrates EmP, ITP, and BP as enterprise business continuity
Identifies SSG Business Continuity as the provider of business continuity service to the enterprise through a shared delivery model and standard methods and tools
Confirms that business units are responsible for creating, testing, validating and sustaining business continuity plans
Ensures the sharing of best practices, identification of risks and continuous improvement of enterprise business continuity planning
BC PRO
Shared Services Group Business Continuity Service
Shared Delivery Model
Standard Tools and Metrics
Training
Communication
Industry
Benchmarking

10. Business preparedness planning process
Plan scoping
Documenting dependencies
Recovery planning
It is not about building the perfect plan. It is focused on building competency about the process, plan, and content
A key element of business preparedness is “test and maintain,” which involves regular maintenance and updates to a plan.
Focus on your most critical dependencies because every dependency requires the formulation of a recovery procedure
If a dependency will not cause the critical process to be halted, it does not need to be included in the plan
Test and maintain

11. BP Planning: limiting the scope
Boeing business units and functions determined which processes would cause a “material” impact on The Boeing Company as a whole.
“Materiality” applies to anything that could cause a noticeable change in stock price.
Examples of likely “material” processes or operations include
Anything that could directly halt aircraft production.
Managing corporate cash.
Meeting external customer commitments, customer support, e.g., “MyBoeingFleet.”
Meeting regulatory or significant contractual requirements.
This work was already completed.
11/22/2018

12. What is a business preparedness plan?
A single plan (at varying levels of the organization) for recovering a critical business process that is executed after a disruptive event occurs
A plan that enables practiced recovery to start earlier and complete sooner than ad-hoc, in-the-moment recovery
A plan that details
Recovery team names and recovery responsibilities.
Critical process or operation.
The dependencies of the critical process.
Recovery strategies.
Recovery resources.

13. Partnering with Supplier Management
Shared BP planning strategy with Supplier Management leadership
Emphasized their role and the significance and criticality of supply chain continuity
Partner jointly define supply chain planning approach
Supplier Management established a leader and a sub-team with enterprise representation to work with BC program
Supplier management engagement

14. Ensuring a standard company-wide approach to Supplier Management
Utilize previously identified critical suppliers to limit planning focus
Create a standard approach for Supplier Management involvement with business units’ BP planning
Identify standard recovery strategies available to business units for use in the recovery of a critical process due to loss of suppliers
Supplier management engagement

15. How can we leverage your experience?
What worked?
What roadblocks did you encounter?
Supplier management engagement

16. 11/22/2018