Efnisyfirlit

• Cover
• About the Editor
• Title
• Copyright
• Dedication
• Contributors
• Foreword
• Preface
• Introduction to the 3rd Edition
• How to Use this Book
• Section One: Achieving and Maintaining Business Continuity: an executive overview
  • 1: Enterprise Risk Management
    • Background
    • Events, Risks and Opportunities
    • Expanding on Risk Management
    • Business Objectives
    • Components of the COSO ERM Framework
    • Helping Organizations to Reduce their Exposure to Risk
    • Benefits of Implementing COSO’s ERM Framework
    • Effectiveness
    • Risk Categories
    • Limitations
    • ERM Organization
    • COSO Sources
    • Other Frameworks and Relevant Standards
    • How do Organizations Implement ERM?
    • Take-up of ERM
    • The Chief Risk Officer
    • Relations in Risk Management
    • Conclusion
  • 2: Developing a BCM Strategy in Line with Business Strategy
    • Introduction
    • The Balanced Scorecard
    • Understanding the Organization and its Environment
    • Conclusion
  • 3: The Importance of Business Strategy in Business Continuity Planning
    • What is Business Continuity?
    • The Historic Context for Business Continuity Planning
    • Business Continuity Planning within a Business Strategic Context
    • Conclusion
  • 4: Multilateral Continuity Planning
    • The Case for Multilateral Continuity Planning
    • MCP Approach
    • Project Success Factors
    • Benefits of Multilateral Continuity Planning
    • Conclusion
  • 5: Marketing Protection: a Justification for Funding of Total Asset Protection Programmes?
    • Total Asset Protection: The Concepts
    • Marketing Protection
    • Brand Value
    • Advertising Campaigns and the Return on Them
    • Impact of Disaster
    • Delivery versus Expectation
    • Third Party Impact
    • Conclusions
  • 6: Operational Risk Management
    • 6-1 Operational Risk Management: a Primer
    • 6-2 Operational Risk Management: Risk and Consequences
  • 7: Crisis Management, Emergency Management, BCM, DR: What’s the Difference and How do They Fit Together?
    • Overview
    • Starting from the Top
    • Common Terms in BCM Practice
    • Inter-relationships Between Terms
  • 8: Business Continuity and Ethics
    • Business Continuity Ethics
    • A Moral Justification of Business Continuity
    • The Duty to Business Continuity
    • Codes of Ethics
    • Duties to Employees
    • Social Engineering as Penetration Testing
    • Shareholders and the Community
    • Duties to the Profession
• Section Two: Planning for Business Continuity: a ‘how-to’ guide
  • 9: Business Continuity Management Methodology
    • Introduction
    • What is Business Continuity Management?
    • A Structured Management System
    • The Business Continuity Management Lifecycle
    • Coordination and Management of the Process
    • A Practical Approach
    • Summary
  • 10: Project Initiation and Control
    • Project Initiation
    • Project Costs – Start-up and Ongoing
    • Projected Rebuild Costs
    • Projected Potential Savings
    • Project Management
    • Continuing Visible Support
  • 11: Risk Evaluation and Control: Practical Guidelines for Risk Assessment
    • Introduction
    • Operational Risk and BCM
    • Objective of Risk Evaluation and Control
    • Threats and Vulnerabilities
    • Assessing the Risk
    • Why Undertake Risk Analysis?
    • Risk Evaluation
    • Is Risk Control Worth Doing?
    • An Alternative Approach to Assessing Threats within a BCM Programme
    • To Finish … Some Ideas to Make it Work
  • 12: Business Impact Assessment
    • 12-1 Business Impact Analysis
    • 12-2 Business Impact Analysis: Building a Better Mousetrap
  • 13: BC Strategies for Information and Communications Technology
    • 13-1 Strategies for Continuity and Availability for Information and Communications Technology (ICT)
    • 13-2 Business Continuity for Telecommunications
    • 13-3 Planning to Recover Your Data: More Options
    • 13-4 Business Continuity Strategies for the Business or Work Areas
  • 14: Strategies for Different Market Sectors
    • 14-1 Business Continuity Strategies for the Financial Sector
    • 14-2 Business Continuity Strategies for Manufacturing and Logistics
    • 14-3 Business Continuity and the Supply Chain
    • 14-4 Case Study: Implementing Business Continuity in the Upstream and Midstream Energy Sector (Petrochemicals and Refineries)
    • 14-5 From an Island to a Continent: Business Continuity in a Telecommunication Company
    • 14-6 BC Strategies in the Retail Sector
    • 14-7 Strategies for Funding Recovery
  • 15: Developing and Implementing the Written Plan
    • Developing the Plan: Scoping
    • How the Plan Builds Up
    • The Plan
    • The End – or The Beginning?
  • 16: Awareness and Training
    • Introduction
    • Awareness: Benefits of Business Continuity Planning
    • Establish BC Policy
    • Establishing Objectives and Components of the Programme
    • Functional Awareness and Training Requirements for ‘The Players’
    • Developing the Training Methodology
    • Acquiring or Developing Training Aids
    • Identifying External Training Opportunities
    • Corporate Awareness
    • Awareness through Maintenance, Review, Audit and Exercising
    • Summary
  • 17: BC Plan Testing
    • 17-1 BC Plan Testing
    • 17-2 Testing vs. Exercising: What’s the Difference?
  • 18: BCM Audit
    • Introduction
    • Audit Objective
    • Determining the Maturity Level of the Organization
    • Individual Audit Approach
    • Defining the Audit Programme
    • Audit Planning
    • Audit Deployment
    • BCM Audit Areas
    • Annex 18.1 Overview of BCM Audit Requirements for Selected Countries
  • Appendix 1: Case Studies
    • AN INTRODUCTION TO THE CASE STUDY SECTION
    • A1 A STORM, EARTHQUAKE, EXPLOSION: A GENERAL OVERVIEW
    • A1 B LIVING NIGHTMARES
    • A1 C WORLD TRADE CENTER EXPLOSION – FEBRUARY 26, 1993
    • A1 D HURRICANE ANDREW, MIAMI – AUGUST 24, 1992
    • A1 E CHICAGO FLOODS – APRIL 13, 1992
    • A1 F THIRTY SECONDS OF TERROR! THE CALIFORNIA EARTHQUAKE
    • A1 G AFTER THE FIRE: FIRST INTERSTATE BANK, LOS ANGELES
    • A1 H ONE MERIDIAN PLAZA, PHILADELPHIA
    • A1 I THE MERCANTILE FIRE
    • A1 J HOW FLOODS CAN RUIN YOUR DAY: LONDON COLLEGE OF PRINTING
    • A1 K FLOOD HIGHLIGHTS
    • A1 L A CAUTIONARY TALE
    • A1 M IT HAPPENED TO THEM
    • A1 N FIRE HIGHLIGHTS
    • A1 O WESSEX REGIONAL HEALTH AUTHORITY
    • A1 P THE BISHOPSGATE BOMB – APRIL 25, 1993
    • A1 Q CITY BOMB BLAST, ST MARY AXE – APRIL 10, 1992
    • A1 R EXPLOSION ROUNDUP
    • A1 S STOP THIEF!
    • A1 T MISCELLANEOUS HIGHLIGHTS
    • A1 U LESSONS IN RISK MANAGEMENT FROM THE AUCKLAND POWER CRISIS
    • A1 V FOOT AND MOUTH: A PREVENTABLE DISASTER
    • A1 W THE MADRID RAIL BOMBINGS – MARCH 11, 2004
    • A1 X ISTANBUL BOMBINGS – NOVEMBER 2003
    • A1 Y LONDON BOMBINGS – JULY 7, 2005 (7/7)
    • A1 Z BUNCEFIELD (UK) OIL TERMINAL DISASTER – DECEMBER 11, 2005
    • A1 AA INTELLECTUAL PROPERTY THEFT AND BUSINESS CONTINUITY
    • A1 AB EUROCLEAR BANK USES BCM FRAMEWORK TO MANAGE THE IMPACT OF THE COLLAPSE OF LEHMAN BROTHERS
    • A1 AC THE TOYOTA RECALLS, 2009–2010
    • A1 AD THE ICELANDIC VOLCANIC ASH PLUME – APRIL 2010
    • A1 AE THE 2010 BP OIL SPILL – GULF OF MEXICO
  • Appendix 2: Guidance Notes
    • A2 A PANDEMIC PLANNING
    • A2 B SELECTING THE TOOLS TO SUPPORT THE PROCESS
    • A2 C THE ROLE OF INSURANCE
    • A2 D FIVE NINES: CHASING THE CHIMERA?
    • A2 E CONSULTANCY WITHOUT TEARS
    • A2 F COPING WITH PEOPLE IN RECOVERY
    • A2 G BENCHMARKING AND BUSINESS CONTINUITY: EXPLORING AND USING BENCHMARKING TO ASSESS AND DEVELOP YOUR BUSINESS CONTINUITY MANAGEMENT PROGRAMME
    • A2 H CHANGING ATTITUDES TO BUSINESS CONTINUITY IN PRIVATE AND PUBLIC SECTORS
  • Appendix 3: Professional Associations, Certification Standards and Resources for BCM Practitioners
    • Professional Associations
    • Emergency Preparedness, Business Continuity and Disaster Recovery Information Exchange Associations
    • Resources
    • Organizations
  • Appendix 4: International Perspectives
    • A4 A INTERNATIONAL STANDARDS AND LEGISLATION IN BUSINESS CONTINUITY
    • A4 B BUSINESS CONTINUITY MANAGEMENT: INTERNATIONAL PERSPECTIVES IN 2010
    • A4 C BUSINESS CONTINUITY PLANNING IN THE MIDDLE EAST AND THE INDIAN SUBCONTINENT
    • A4 D BUSINESS CONTINUITY MANAGEMENT IN AFRICA
    • A4 E BUSINESS CONTINUITY IN CHINA
  • Glossary of General Business Continuity Terms
  • Index
  • End User License Agreement

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