Business Continuity Manual Template [Unlimited Free EBooks]

File Name:Business Continuity Manual Template [Unlimited Free EBooks].pdf


ENTER SITE »»» DOWNLOAD PDF


CLICK HERE »»» BOOK READER


Size: 1448 KB
Type: PDF, ePub, eBook
Uploaded: 12 May 2019, 12:31
Rating: 4.6/5 from 829 votes.
tatus: AVAILABLE
Last checked: 4 Minutes ago!
eBook includes PDF, ePub and Kindle version
In order to read or download Business Continuity Manual Template [Unlimited Free EBooks] ebook, you need to create a FREE account.

✔ Register a free 1 month Trial Account.
✔ Download as many books as you like (Personal use)
✔ Cancel the membership at any time if not satisfied.
✔ Join Over 80000 Happy Readers

Customize the templates to fit the needs of your business, ensuring you maintain critical operations at all times. With space to record business function recovery priorities, recovery plans, and alternate site locations, this template allows you to plan efficiently for disruption and minimize downtime, so your business maintains optimal efficiency. This template is available for download in Microsoft Word, PowerPoint, and PDF formats. Use this template to document recovery objectives, teams, and strategies in order to accurately capture all facets of the continuity plan needed for an IT team. This template is available in both Word and PDF formats. It provides an easy, comprehensive way to detail the steps that will comprise your unique BCP. Use this template to plan each phase of a typical BCP, including the business impact analysis, recovery strategies, and plan development. This template can serve as an overall framework for your larger BCP plan. Using this template, you can plan out the critical elements needed to continue business as usual, including recovery priorities, backup and restoration plans, and alternate site locations. This template is available for download in both Microsoft Word and PDF formats. Use this template to document everything from a business impact analysis to plan development, plan testing, and exercises. Download this template in Microsoft Word, PowerPoint, or PDF to get started. This template is available for download in Microsoft Word and PDF formats. This template, designed with schools, colleges, and universities in mind, allows you to prioritize operations and responses, identify important phases of recovery, design a restoration plan, and more. Ensure that you are able to maintain critical processes and minimize downtime so your business can keep moving forward. http://www.croydon.com.br/images/uploads/image/create-an-online-procedures-manual.xml

business continuity manual template, business continuity manual template, business continuity manual template pdf, business continuity manual template free, business continuity manual templates, business continuity manual template word.

With space to record everything from recovery procedures and strategies to relocation strategies and alternate site locations, you’ll be able to keep business moving and remain productive during a crisis or disruption. To ensure these processes are followed — even during a business disruption — use this business continuity plan template to identify all potential risks, create mitigation plans, and assign tasks to key team members. A BCP contains all of the information necessary to recover business functions, should a facilities disaster occur. It’s also essential to document the plan efficiently in order to guarantee a speedy business recovery and the continuity of all critical business functions. Each department in a business should have its own BCP, and all plans should be current and active. Any changes to the plan should be fully communicated to the rest of the department, team, or business. Writing a BCP may seem daunting, but it merely documents the vital resources, processes, and information that keep your business running normally. The steps below detail how to begin writing the BCP, so you can activate it after a disaster occurs. Determine the BCP parameters necessary to keep your business running smoothly, and include the main objectives that help guide the plan. The scope can range from critical to essential to necessary or desirable. First and foremost, your organization requires a business continuity coordinator who’s sufficiently knowledgeable regarding processes to delegate and maintain the BCP when you need it. Additionally, each department should have a team leader as well as a backup team leader. Following are the other parties involved in the process: In addition to the BIA, you should also draft a risk assessment (RA) for the business to evaluate and prioritize larger risks and smaller risks. http://www.radekslodkiewicz.pl/files/create-an-instruction-manual.xml

During this phase, you will determine many of the core details of the BCP, including the following: These appendices may vary based on the particulars of your BCP, but some general plan appendices include the following: Put together the objectives, scope, people involved, BIA, risk assessment, and additional components in order to complete a successful and comprehensive recovery plan and strategy. You should test and adjust this plan as needed to factor in any business changes and to maintain currency. Your company should conduct training activities throughout the business and across all teams to ensure that everyone is aware of the plan and knows how to respond to a disaster. This training can take the form of an orientation or education, walk-through drills, functional drills, or full-scale run-throughs. These exercises will ensure that the preparedness and response strategies you’ve developed in the BCP actually work when put to the test. To help you gain a better sense of the key components included in a BCP, here is an example table of contents that lists each section of the document: Tailor your business continuity plan to your company, and make sure the document captures all the information necessary to maintain your business operations. Having everything you need to know in the event of an emergency is the most important part of a BCP. But, if you follow these helpful tips, you can write, track, and maintain a strong BCP: Here are some helpful resources: To do so, consider using a software tool that provides real-time visibility into your company’s workflows and processes, so you can reduce, plan for, and respond to any risks to the business. Over 74,000 brands and millions of information workers trust Smartsheet as the best way to plan, capture, manage, automate, and report on work. The configurable, widget-driven dashboards enable users to highlight the information that’s most relevant to their business - without the need for technical support. https://labroclub.ru/blog/electrolux-eufg29800x-manual

Know the status of your business at a glance, gain insights, and accelerate your team’s innovation all in one platform. The plan is designed to contain, or provide reference to, all of the information that might be needed at the time of a business recovery. This plan is not intended to cover the operations of ’s separately structured Emergency Response Team. It also establishes responsibilities for the testing (exercising), training, and maintenance activities that are necessary to guarantee the ongoing viability of the plan. These decisions determine the content of the action plans, and if they change at any time, the plans should be changed accordingly. Section III, Recovery Teams, lists the Recovery Team functions, those individuals who are assigned specific responsibilities, and procedures on how each of the team members is to be notified. Section IV, Team Procedures, determines what activities and tasks are to be taken, in what order, and by whom in order to affect the recovery. Section V, Appendices, contains all of the other information needed to carry out the plan. Other sections refer the reader to one or more Appendices to locate the information needed to carry out the Team Procedures steps. This can include short or long-term disasters or other disruptions, such as fires, floods, earthquakes, explosions, terrorism, tornadoes, extended power interruptions, hazardous chemical spills, and other natural or man-made disasters. A disaster is defined as any event that renders a business facility inoperable or unusable so that it interferes with the organization’s ability to deliver essential business services. The priorities in a disaster situation are to: The Business Continuity Plan includes procedures for all phases of recovery as defined in the Business Continuity Strategy of this document. Unless otherwise modified, this plan does not address temporary interruptions of duration less than the time frames determined to be critical to business operations. https://jdlgroup.ca/images/canon-s9500-manual.pdf

The scope of this plan is focused on localized disasters such as fires, floods, and other localized natural or man-made disasters. This plan is not intended to cover major regional or national disasters such as regional earthquakes, war, or nuclear holocaust. However, it can provide some guidance in the event of such a large scale disaster. Department Name management is responsible for: This should be periodically verified by active or passive testing. This may be accomplished in a number of ways including.This strategy would be invoked should the primary facility somehow be damaged or inaccessible.Information Systems will recover IT functions based on the critical departmental business functions and defined strategies.The short-term strategies (for disruptions lasting two weeks or less), which have been selected, include: These phases will follow each other sequentially in time. The major activities that take place in this phase includes: emergency response measures, notification of management, damage assessment activities, and declaration of the disaster. This phase continues until the alternate facility is occupied, critical business functions reestablished, and computer system service restored to ’s Departments.The primary recovery activities during this phase are backlog reduction and alternate facility processing procedures. Some of these files are periodically backed up and stored at an offsite location as part of normal operations. When requires on-site file rooms, scanning, and organization offsite storage locations, best practices advise using one near-by Records Warehouse and another secure site for vital records and data back-up. All vital documents are typically located in files within the office complex and the most current back-up copies are in a secure off-site storage facility. In this case, the last backup of critical records in the secure warehouse would be transported to the secondary facility.

The amount of critical records, which would have to be reconstructed, will depend on when the last shipment of critical records to the offsite storage location occurred.The following categories of information can be exposed to loss: If the data center is affected by a disaster or disruption, the IT Disaster Recovery Plan should include recovering processing at a pre-determined alternate site. Services covered would include; phones, cellular phones, pagers, communications, and all other services required for restoring limited emergency service to the organization. In this case, data communications will be rerouted from the data processing hot or cold site to the respective alternate business site locations. Acquisition and recovery of critical standalone personal computer capabilities should also be considered here.The data center may or may not have the same print capability if the disruption affected the data center as well, so it may be necessary to prioritize printing of output. Due to the possibility of multiple alternate business sites and the additional travel time required for mail service activities, the number of mail pickups and deliveries could possibly be decreased from the normal daily routine to once daily. Mail pickup and delivery schedules, including overnight mail, will be established and communicated to each alternate business site. All overnight mail service vendors will be notified by the EOC Administration Team of appropriate alternate office addresses to redirect deliverables to personnel or provide for pick up at the post office by a Team member. The participants are organized into one or more teams. Each team has a designated team leader and an alternate for that person. Other team members are assigned either to specific responsibilities or as team members to carry out tasks as needed. Notification can also be made by using tools such reverse 911 or other notification systems. Their names and telephone numbers are provided. fairbiotech.com/upload/files/Ds27930-Sanyo-Manual.pdf

The ’s EOC Communications Team Leader is the only individual authorized to make public statements about organization affairs. Given the Business Continuity Strategy outlined in Section II, this section transforms those strategies into a very specific set of action activities and tasks according to recovery phase. The description for each recovery phase begins on a new page. Most activities also have an alternate team member assigned. The activities will only generally be performed in this sequence. All plan activities are completed by performing one or more tasks. The tasks are numbered sequentially within each activity, and this is generally the order in which they would be performed. This applies to all activities where the Main Office is the location impacted by the disaster. The EOC may be temporarily setup at any one of several optional locations, depending on the situation and accessibility of each one. Once the Alternate site is ready for occupancy the EOC can be moved to that location. If you are able to assist them without causing further injury to them or without putting yourself in further danger, then provide what assistance you can and also call for help. If further danger is imminent, then immediately evacuate the building. Use the nearest stairwells. Do not use elevators. This is important to ensure that all employees are accounted for. With this group, determine the strategy to recommend to Senior Management (the Emergency Management Team Leader will be responsible for communicating this to Senior Management). This is responsibility of the Emergency Management Team. The EOC may be temporarily setup at any one of several optional locations, depending on the situation and accessibility of each one. Once the Alternate site is ready for occupancy the EOC can move to that location, if preferred. If the alternate site is a long distance from the primary site (i.e. {-Variable.fc_1_url-

out-of-state), then individuals should make their own travel arrangements to the alternate site. Non-critical employees should be instructed to stay at home, doing what work is possible from home, until notified otherwise. Delays in waiting for direct communications can have a negative impact on ’s ability to recover vital services. The Organization Emergency Response Team will only allow access to the primary site if the authorities grant access. This will be dependent upon the nature of the disaster and the extent of damage. This may be necessary since the time you may be allowed access to the primary site may be minimal. If the material is not too great, this could be accomplished by giving to employees to carry along with them.Place in any available open areas, but be cautious of not blocking exits for fire evacuation purposes. This may require that some employee’s work staggered shifts or may need to work evening or nightshifts. Do not contact customers until the Organization Communications Team has given you directions. This may involve using flexible hours or multiple shifts for your personnel. Also, work with other management at your alternate site to discuss using their LAN servers. If justified, arrange for temporaries to come in. Include Maps and Floor Plans. Since recovery site is local, transportation to the work location is up to the employee unless directed otherwise. Directions will be supplied at the time of notification, if necessary. Employees will be contacted (by team members), if a disaster is declared, as to the location and where to go. Since accommodations are local, transportation to the work location is up to the employee unless directed otherwise. Directions will be supplied at the time of notification, if necessary. Will need records and files as well. It would take time and effort to recreate the contracts and other information (to the extent they can be recreated) before we could work on them.

Your comments and suggestion are also welcome. He has helped dozens of organizations in implementing effective management systems to a number of standards. He provide a unique blend of specialized knowledge, experience, tools and interactive skills to help you develop systems that not only get certified, but also contribute to the bottom line. He has taught literally hundreds of students over the past 5 years. He has experience in training at hundreds of organizations in several industry sectors. His training is unique in that which can be customized as to your management system and activities and deliver them at your facility. This greatly accelerates the learning curve and application of the knowledge acquired. He is now ex-Certification body lead auditor now working as consultancy auditor. He has performed hundreds of audits in several industry sectors. As consultancy auditor, he not just report findings, but provide value-added service in recommending appropriate solutions.Consultancy: He has helped over 100 clients in a wide variety of industries achieve ISO 9001,14001,27001,20000, OHSAS 18001 and TS 16949 certification. Training: He has delivered public and on-site quality management training to over 1000 students. Other services: He has provided business planning, restructuring, asset management, systems and process streamlining services to a variety of manufacturing and service clients such as printing, plastics, automotive, transportation and custom brokerage, warehousing and distribution, electrical and electronics, trading, equipment leasing, etc. He holds a Bachelor of Engineering degree in Mechanical Engineering and is a MBA in Systems and Marketing. Prior to becoming a business consultant 6 years ago, he has worked in several portfolios such as Marketing, operations, production, Quality and customer care. He is also certified in Six Sigma Black belt. Notify me of new posts via email. defaico.com/d/files/ds203-oscilloscope-manual.pdf

We will then provide you the documentation system for you to add small pieces of missing information, this will ensure the documentation is accurate to your business and will comply with the standards required for a remote audit. When completed we can allocate an independent auditor to evaluate and audit the completed documents. The documents that we create for you will be specifically tailored to your company, and will meet the requirements of the Standard(s) that you have purchased. For Your Annual Surveillance we use a selection of advanced assessment technics to minimize the need for a regular visit to your office. Trace International provides genuine Certificates from an Internationally recognized Accredited Certification Body, these certificates are 100 authentic and are recognized Globally. We are so confident that we can achieve our scheme objectives remotely, that if we do need to visit you it will be at no extra cost. Trace International provides genuine Certificates from an Internationally recognized Accredited Certification Body, these certificates are 100 authentic and are recognized Globally. We will then provide you the documentation system for you to add small pieces of missing information, this will ensure the documentation is accurate to your business and will comply with the standards required for a remote audit. Trace International provides genuine Certificates from an Internationally recognized Accredited Certification Body, these certificates are 100 authentic and are recognized Globally. It identifies high business impact operational areas, assets, and recovery strategies with assigned personnel. Here are four key components of a BCP template: This section should include examples of emergency events that would trigger the response of this BCP. Power disruption could be caused by emergency weather conditions or a building fire. Functional areas that are prioritized for recovery in this BCP include customer support desk and finance team. This also involves the magnitude of risk to each function, which will help the BCP committee decide on appropriate preventive actions. A disruption would mean no more live chat support and customers experiencing significant wait times on calls Project timeline and team schedules A good recovery strategy includes a realistic recovery timeline and essential emergency resources. Customer support should be able to receive the requests and respond to customers within 30 minutes. IT Director should operate alternate server rooms in Area B if the power outage last more than an hour to prevent huge revenue loss. Each committee member has a unique set of responsibilities to successfully carry out the BCP for each business function. This is why it is crucial for BCPs to remain up-to-date. They also help realign emergency procedures to business goals and industry practices. Up-to-date and efficient BCPs help businesses effectively manage any unexpected event, prevent extra costs, and continuously develop their overall processes and key functions. Create your own templates, easily assess accuracy of recovery procedures, and update your plans as needed in your mobile device. With iAuditor, you can: This business continuity template allows business continuity managers and consultants to: This business continuity and disaster recovery plan template aims to help IT teams and business continuity managers become proactive in preparing for events that could disrupt operations and come up with strategies for disaster recovery. This template empowers you to: Whether small or medium business, this checklist can be used to ensure BCPs are up to date and reflect current high impact operations. Review key operational functions outlined in the BCP including recovery strategies and relevant assigned resources.Including risk assessments, changes, and emergency procedures. I understand I can withdraw my consent. Please enable scripts and reload this page. Please note that all such forms and policies should be reviewed by your legal counsel for compliance with applicable law, and should be modified to suit your organization’s culture, industry, and practices. Neither members nor non-members may reproduce such samples in any other way (e.g., to republish in a book or use for a commercial purpose) without SHRM’s permission. To request permission for specific items, click on the “reuse permissions” button on the page where you find the item. The Department of Homeland Security (DHS) provides employers with a business continuity plan template. The following instructions and resources from DHS can be helpful in completing this template. When business is disrupted, it can cost money. Lost revenues plus extra expenses means reduced profits. Insurance does not cover all costs and cannot replace customers that defect to the competition. A business continuity plan to continue business is essential. Development of a business continuity plan includes four steps: Conduct a business impact analysis to identify time-sensitive or critical business functions and processes and the resources that support them. Identify, document and implement to recover critical business functions and processes. Organize a business continuity team and compile a business continuity plan to manage a business disruption. Conduct training for the business continuity team and testing and exercises to evaluate recovery strategies and the plan. Information technology (IT) includes many components such as networks, servers, desktop and laptop computers and wireless devices. The ability to run both office productivity and enterprise software is critical. Therefore, recovery strategies for information technology should be developed so technology can be restored in time to meet the needs of the business. Manual workarounds should be part of the IT plan so business can continue while computer systems are being restored. Business Continuity Impact Analysis Business continuity impact analysis identifies the effects resulting from disruption of business functions and processes. It also uses information to make decisions about recovery priorities and strategies. The worksheet should be completed by business function and process managers with sufficient knowledge of the business. Once all worksheets are completed, the worksheets can be tabulated to summarize: the operational and financial impacts resulting from the loss of individual business functions and process the point in time when loss of a function or process would result in the identified business impacts Those functions or processes with the highest potential operational and financial impacts become priorities for restoration. Resources can come from within the business or be provided by third parties. Resources include: Employees. Office space, furniture and equipment. Technology (computers, peripherals, communication equipment, software and data). Vital records (electronic and hard copy). Production facilities, machinery and equipment. Inventory including raw materials, finished goods and goods in production. Utilities (power, natural gas, water, sewer, telephone, internet, wireless). Third party services. Since all resources cannot be replaced immediately following a loss, managers should estimate the resources that will be needed in the hours, days and weeks following an incident. Conducting the Business Continuity Impact Analysis The worksheets Operational and Financial Impacts and Business Continuity Resource Requirements should be distributed to business process managers along with instructions about the process and how the information will be used. After all managers have completed their worksheets, information should be reviewed. Gaps or inconsistencies should be identified. Meetings with individual managers should be held to clarify information and obtain missing information. After all worksheets have been completed and validated, the priorities for restoration of business processes should be identified. Primary and dependent resource requirements should also be identified. This information will be used to develop recovery strategies. Recovery Strategies If a facility is damaged, production machinery breaks down, a supplier fails to deliver or information technology is disrupted, business is impacted and the financial losses can begin to grow. Recovery strategies are alternate means to restore business operations to a minimum acceptable level following a business disruption and are prioritized by the recovery time objectives (RTO) developed during the business impact analysis. Recovery strategies require resources including people, facilities, equipment, materials and information technology. An analysis of the resources required to execute recovery strategies should be conducted to identify gaps. For example, if a machine fails but other machines are readily available to make up lost production, then there is no resource gap. However, if all machines are lost due to a flood, and insufficient undamaged inventory is available to meet customer demand until production is restored, production might be made up by machines at another facility—whether owned or contracted. Strategies may involve contracting with third parties, entering into partnership or reciprocal agreements or displacing other activities within the company. Staff with in-depth knowledge of business functions and processes are in the best position to determine what will work. Possible alternatives should be explored and presented to management for approval and to decide how much to spend. Depending upon the size of the company and resources available, there may be many recovery strategies that can be explored. Utilization of other owned or controlled facilities performing similar work is one option. Operations may be relocated to an alternate site - assuming both are not impacted by the same incident. This strategy also assumes that the surviving site has the resources and capacity to assume the work of the impacted site. Prioritization of production or service levels, providing additional staff and resources and other action would be needed if capacity at the second site is inadequate. Telecommuting is a strategy employed when staff can work from home through remote connectivity. It can be used in combination with other strategies to reduce alternate site requirements. This strategy requires ensuring telecommuters have a suitable home work environment and are equipped with or have access to a computer with required applications and data, peripherals, and a secure broadband connection. In an emergency, space at another facility can be put to use. Cafeterias, conference rooms and training rooms can be converted to office space or to other uses when needed. Equipping converted space with furnishings, equipment, power, connectivity and other resources would be required to meet the needs of workers. Partnership or reciprocal agreements can be arranged with other businesses or organizations that can support each other in the event of a disaster. Assuming space is available, issues such as the capacity and connectivity of telecommunications and information technology, protection of privacy and intellectual property, the impacts to each other's operation and allocating expenses must be addressed. Agreements should be negotiated in writing and documented in the business continuity plan. Periodic review of the agreement is needed to determine if there is a change in the ability of each party to support the other. There are many vendors that support business continuity and information technology recovery strategies. External suppliers can provide a full business environment including office space and live data centers ready to be occupied.