Library

The basic rule of threes was first recognized by Aristotle who recognized that humans relate and latch onto things that are presented in threes. Fundamentally, eat, drink, and sleep. In writing, we have a beginning, middle, and end. In presentations we have agenda, content, summary. Fire only burns when heat, oxygen, and fuel combine. Survival puts it in a live or die perspective: make a decision in three seconds, breath in three minutes, shelter from a hostile environment in three hours, drink water within three days, eat within three weeks. You get the idea. The rule of threes has many applications in all different areas, including BC/DR efforts. Attend this session to learn how Aristotle can assist with your BC/DR thought process, help you structure your program, and bring a fresh perspective to planning.

Attend this can’t miss session to hear from a C-Level executive who truly understands resilience, as DRI Board Director Ray Seid sits down with Uniper CIO Damian Bunyan. About Uniper Düsseldorf-based Uniper is an international energy company with activities in more than 40 countries. With around 7,000 employees, it makes an important contribution to security of supply in Europe. Uniper’s core businesses are power generation in Europe, global energy trading, and a broad gas portfolio. Uniper procures gas – including liquefied natural gas (LNG) – and other energy sources on global markets. The company owns and operates gas storage facilities with a capacity of more than 7 billion cubic meters. Uniper plans for its 22.5 GW of installed power-generating capacity in Europe to be carbon-neutral by 2035. The company already ranks among Europe’s largest operators of hydroelectric plants and intends to further expand solar and wind energy, which are essential for a more sustainable and autonomous future. Uniper is a reliable partner for communities, municipal utilities, and industrial enterprises for planning and implementing innovative, lower-carbon solutions on their decarbonization journey. Uniper is a hydrogen pioneer, is active worldwide along the entire hydrogen value chain, and is conducting projects to make hydrogen a mainstay of the energy supply.

How do you go from crisis management to business continuity mode? Attend this workshop to find out how to make the transition smooth and avoid common pitfalls. The two-hour session will explore “hour zero activities,” including setting up the event, getting the smartest people in the room, communications and notifications, and bringing in business continuity personnel early. Next, you’ll walk through the “48 hours later” transition, including transferring to business continuity and the long-term issues involved in going from crisis response to continuity and recovery.

Should your business take an approach successfully used by first responders across the U.S. and, with some modifications, use it temporarily to enable more efficient and effective business continuity and disaster recovery? This session will help you identify benefits of Incident Command (IC) and provide you with the opportunity to observe the practical workings of IC so you more fully understand what it means to shift to a temporary IC management during and after a disaster. In this jam-packed two-hour session, the speaker will bring her years of real-world disaster experience (and humor) to talk about IC benefits and implementation. You'll walk through examples of: a temporary IC reporting structure modified for business; incident related documentation and forms to track progress; and an execution method to continuously and effectively keep incident efforts focused. Then, with the help of a strawman business and disaster scenario, reinforce what you've learned with some hands on learning. Participants will work together to establish an IC reporting structure, apply an operational period approach, complete incident documentation, and observe post-disaster incident documentation reconciliation."

We’ve learned a lot in the past 30+ years in the world of recovery and continuity. Where the origin may have been systems and technology, an industry evolution was necessary. Where previous conversations would have been focused on tape recovery and disk storage, the 3Ps (partnership, process, and persistence) brought about a rebirth that has led to significant understanding in the shared roles of the business, IT and vendors in supporting critical processes, across geographies (language and geo political challenges not withstanding). During this session, we’ll review these 3 Ps in a case study format, using references of the 2008 movie: The Curious Case of Benjamin Button (your homework is to watch the movie!). Unusual circumstances, a refresh of what we think we know, time keeps on ticking…what is old, becomes new.

We test our backups and recovery processes occasionally and pass our audits, isn’t that enough? Only if your BCP goals are just that. Those are certainly important objectives. But, those types of exercises are not enough if the ultimate goal of your BC/DR Program is for your business to survive an actual disaster and the ensuing chaos. Reality-based, scenario driven exercises pull everything together by encouraging a holistic view of impacts and consolidated recovery considerations/efforts not discoverable in more narrowly focused exercises. This workshop will build on previous topics from the same presenter and take things further into the practical realm of disaster exercises. Come and participate in this workshop as we look at and talk about the benefits of robust disaster exercises; quickly review definitions and disaster scenario creation process (previous topics); exercise ingredients, methods, and script techniques; potential outcomes. The presenter brings deep experience with both actual disaster situations and reality-based disaster exercises, which will add a real-life perspective to our discussions.

Risk management is now a management framework and the ISO 31000 Risk Management standard is a tool for better decision making. Managers of operational and support functions in the organization are empowered to harmonize vocabulary, principles, framework and processes each time they refer to the management of risk.

John Franchy provides a high-level overview of some of the supply chain challenges in the federal space and the organizational challenges faced by government business continuity practitioners in managing those risks. John alsos describe how a public sector continuity program works and ways to increase program efficiency and effectiveness through the implementation of a workforce training, certification, and process framework.

This document highlights the connections between the ISO22301 and the DRI Ten Professional Practices.

Since 9/11, hurricane Katrina, Superstorm Sandy, and the Boston Marathon attacks there has been a wave of workshops to collect the lessons learned in preparedness and crisis response. The talk has focused on the role of public-private-academic partnerships as well as critical infrastructure protection. What are the major findings from these events and how do we, as a nation, move "beyond the storms" of reacting to disruptive events, cataloging more lessons, and submitting FEMA grant requests to operationalize critical infrastructure resilience? Attend this session to find out. Egli authored the book, Beyond the Storms (published in November 2013) to prepare a new generation of leaders to help bridge the gaps between public and private sectors and shift the focus of local and regional leaders to long term risk mitigation and a response posture that supports smart resilience.

The New Normal

Business Continuity Resiliency: Believing It Can Be Achieved

How to "Norm" a Disparate Workforce and Create a Team

You have the credentials and experience, but do you have what it takes to conduct an effective business impact analysis? An inadequate BIA yields wrong and useless data leading to a disastrous business continuity plan. Learn important tips such as: Using the "SMART" method Defining and setting reachable objectives Engaging the C-suite Knowing what and how to get the data for a productive business impact analysis Identifying key players in your organization Distinguishing what may be essential to upper management may not be critical to your business continuity plan This session will explore these topics and more on how to conduct a thorough and productive BIA. Improve the efficiency of your BIA for positive results!

Presentation

Comparison of Threat Assessment Methods

GRC, BCP, ERM, Policy- COOPetition vs. COMPetition: Leveraging for Efficiency, Governing for Success

Presentation

Clear communication is critical to effective crisis management. Yet even among our own professionals, there are discrepancies in how we describe what we do including some of our most basic activities. This presentation will explain how a group of DRI volunteers has pulled industry terminology from 22 reference documents including standards and regulations from around the world as well as professional glossaries to create a comprehensive global resource. The presenters invite you to participate in what promises to be a lively discussion about industry terminology and sources. We want to hear from you about which definitions you use, what we are missing, and how you would like to participate in this process moving forward. After we have incorporated your feedback, the glossary will be made public as a free resource on the DRI website.

This case study focuses on lessons learned from a national drug shortage due to a global supplier and just in time delivery failure. In February, 2012, Manitoba Health received a letter from SANDOZ Canada Inc. stating that effective immediately they would be scaling back production of approximately 239 critical injectable medications that would affect the health sector in Manitoba and across Canada. This session outlines how the Office of Disaster Management handled this incident to ensure the stability of the drug inventory for the Health System of Manitoba, and what would steps would be implemented to prevent such a situation from occurring in the future. The key lessons learned relate to global supplier dependence and just in time delivery.

Earthquakes! Fire! Security Breaches! Acquisitions! New Service Offerings! What do these events have in common? They all represent major organizational changes requiring change management proficiency. External events force us to change; understanding how people respond is critical to a successful BCP. As BC professionals, we are in the business of managing immediate and often catastrophic changes. Basic project management can deal with the discreet tasks required to make a change, but it does not account for the human experience. This presentation introduces the structure of change, what we experience when forced to change, and strategies for managing the process.

Is there a metric that clearly can demonstrate to executive management the overall value of the business continuity management (BCM) program to the organization? Can BCM professionals quantitatively measure current risk levels that can be compared with established risk tolerances and report them to management in a meaningful way that drives both risk management and BCM initiatives? How could such a metric actually be implemented successfully in a large organization? This session explores these questions and presents a case study of how the BCM-RI was developed and implemented at DTE Energy. You will learn how the BCM-RI was implemented to measure the overall risk/preparedness level of DTE Energy business units, departments, subsidiaries, and the entire organization. You will see how gap analyses were performed to effectively compare BCM-RI levels to risk tolerance levels previously defined by management. Finally, you will learn how DTE Energy plans to expand the BCM-RI to develop risk indices for use by enterprise risk management and business resilience management programs.

Despite the best intentions of business continuity professionals, organizations will invariably do less with less (not more), unless they change the manner in which they conduct their continuity planning. This presentation will identify costly mistakes organizations make in their continuity planning and how to stretch scarce resources.

The goal of this session is to consider novel approaches to developing recovery capabilities. Let's talk about how to shortcut the BIA/Strategy/Assessment process through inductive, rapid assessment, to kick start recovery capabilities from zero.

This session explains and explores business continuity metrics. Find out all about the "what" -- common metric types for program tracking - and explore the hows and whys too! Learn strategies for understanding your audience, because you have to know with whom you are communicating and what they're concerned about if your metrics are going to mean anything. Gathering lots of data is impressive, but even more amazing is showing stakeholders how tracking and measuring performed by business continuity professionals can inform business decisions. Attendees all will discover how to use deficiencies to their advantage and why being "red averse" can be detrimental to your program.

This session explores the relationship between facility management and business continuity.

What happened and what did Best Buy do about it? That's the question that will be answered during this informative session. Attendees will hear lessons learned from crises that have impacted Best Buy over the last few years. At Best Buy, disasters are addressed in the following priority order: people, community, and business. This session will identify successes as well as areas for improvement in each of the three areas for crisis response.

Emergency managers today have the challenge of tasking staff with ever-increasing responsibilities in an environment of diminishing financial resources. Rapid technological advances in commercial off-the-shelf (COTS) software create capabilities and efficiencies that have never before been possible. Our organization's emergency management team leverages existing COTS technology such as Microsoft Office, Google Earth, and SharePoint, along with vendor-provided emergency notification systems, to capture, access, manage, and disseminate data critical for incident response. Learn how five EM professionals use affordable labor-saving technology to prepare for and respond to emergencies impacting 25,000 staff in more than 200 locations world-wide.

Presentation

Rebuild, Redirect, Restructure: Turning Your Program into What Your Organization Needs

This session explores the relationship between end-to-end concepts, business continuity and application development.

This session explores the challenges faced by NYSE Euronext in developing business continuity and disaster recovery platforms. NYSE Euronext is a company that does not manufacture anything, doesn't sell anything, and provides no tangible goods. Yet, it is one of the most regulated companies in the world. With a direct influence over global economic well-being, NYSE Euronext needs solid business continuity plans that are thought-out and tested, address any type of crisis, and ensure operability and communications. This session will review how plans are developed, crisis management is addressed, and communication is ensured. Attendees will benefit from statistics on efforts, lessons learned, and how NYSE Euronext plans to plan going forward.

Currently a Vice President in Cyber Technology at Booz Allen Hamilton, Mr. Vevon has over 30 years of operational experience and over a decade directly supporting continuity of operations and business recovery planning. His primary clients include the National Geospatial-Intelligence Agency (NGA), the Office of the Director of National Intelligence (ODNI), National Reconnaissance Office (NRO) and the Department of State. He has considerable experience within the Intelligence Community, DoD, Joint Staff and Congress. Mr. Vevon manages over 300 geographically dispersed staff supporting numerous Federal Agencies and Intelligence Community clients with Mission Assurance, Business Continuity Planning, Critical Infrastructure Protection, Risk Management, Antiterrorism/Force Protection and Disaster Preparedness Exercises.