BCM - PP1 Flashcards
PP1 (144 cards)
1
Q
What does establishing a
A
Coordinating a series of interrelated activities.
2
Q
What is the first step in
A
Define the scope of the BCMS.
3
Q
What is the second step
A
Establish a BC policy.
4
Q
What is the third step in
A
Establish high-level governance of the BCMS.
5
Q
What is the fourth step in
A
Determine the objectives of the BCMS.
6
Q
What is the fifth step in
A
Determine how the objectives of the BCMS will be met.
7
Q
What is the sixth step in
A
Develop detailed operational processes and associated roles and responsibilities.
8
Q
What is the seventh step
A
Validate the BCMS.
9
Q
What is the eighth step in
A
Ensure the organization has a culture that supports the BCMS.
10
Q
What is the ninth step in
A
Establish how the BCMS will be monitored, reviewed, and continually improved over time.
11
Q
What does a BCMS
A
The organization’s needs and necessity for establishing BC policies and objectives.
12
Q
What is the purpose of a
A
To prepare for, provide and maintain controls and capabilities for managing an organization’s overall ability to continue to
13
Q
BCMS?
A
operate during disruptions.
14
Q
What does establishing a
A
How the programme will be designed and implemented.
15
Q
What is the first step in
A
Define the scope of the BCMS.
16
Q
What does PP1 involve
A
Establish a BC policy, establish high-level governance of the BCMS, and determine the objectives of the BCMS.
17
Q
What are the BC
A
The BC requirements are the objectives of the BCMS.
18
Q
What is the purpose of
A
To meet the BCMS objectives.
19
Q
What do BC plans
A
Detailed operational processes and the associated roles and responsibilities.
20
Q
What does validation of
A
That the BC solutions meet the BC objectives/requirements.
21
Q
How is the culture that
A
Through ongoing developments of BC culture.
22
Q
How is the BCMS
A
This is set out at a high level in the BC policy and covered in detail in all the other PPs.
23
Q
What is the nature of the
A
None of the activities are one-time activities, and their outcomes are not static.
24
Q
What is the journey of
A
An iterative journey of continual improvement over time.
25
What are some activities
Coordinating the activities needed to establish a BCMS, determining the scope of the BCMS, establishing a BC policy,
26
explained in detail in this
and establishing governance.
27
What does establishing a
A high-level statement of the organization’s BC intentions and direction.
28
What does establishing
The roles, responsibilities, and authorities needed to develop, operate, and monitor the BCMS in accordance with the BC
29
governance involve?
policy.
30
What is required to
All the activities listed in Table 1, which are interrelated and need to be coordinated.
31
What happens to the
It becomes part of Business As Usual (BAU) but is monitored and regularly reviewed for continual improvement.
32
What is essential for
Top management commitment and support, especially for establishing a BCM policy aligned with the organization's
33
establishing, operating,
strategic direction.
34
Why is input from
Because they have different needs, expectations, and perspectives.
35
What might an
An interim crisis management plan supported by subject matter experts.
36
How is coordination of
Through a programme made up of related projects and BAU activities.
37
What should be done if
It may be managed through a further programme.
38
What is beneficial if an
Using a recognized project and programme management methodology.
39
Why is awareness and
Because the BCMS supports organizational goals and strategies.
40
Why is early engagement
To understand their needs and expectations, avoid duplication of effort, and avoid conflict downstream.
41
What should be identified
Other policies and programmes in the organization that are relevant to BC.
42
What should the
The documented information necessary for the BCMS.
43
What does the
The project and programme management methodologies used in the organization.
44
What are some good
Project and programme management methods, stakeholder identification, mapping, and engagement, identification of
45
practices for coordinating
external suppliers, facilitation and communication methods, and using specialist software.
46
Why is it important to
To oversee, advise, and make recommendations as the BCMS is developed.
47
What types of
Face-to-face or virtual, and synchronous or asynchronous.
48
Why is having a top
To minimize the challenge of gaining buy-in across the organization.
49
What is the purpose of
To ensure a clear understanding of which areas of the organization are covered by the BCMS and which areas are not.
50
Why is a well-defined
It focuses the BCMS on organizational priorities and ensures the best use of available resources, such as funding and
51
scope important for a
time.
52
How can the initial scope
The initial scope can change as the BCMS is developed, for example, if gaps are identified during a Business Impact
53
of the BCMS change
Analysis (BIA).
54
What should be
The scope should be reviewed at pre-agreed intervals and if there are changes to the internal or external operating
55
considered when
context, such as acquisitions, mergers, changes to products or services, geographic relocation, legal or regulatory
56
reviewing the scope of
changes, or major disruptions.
57
What should the BCMS
The supplier and their supply chains, supporting ICT and resources, facilities services, or on-site health service providers
58
scope include when an
should also be in scope.
59
What are some methods
Stakeholder consultation, cost-benefit analysis, consulting existing information such as BIAs and risk assessments,
60
and techniques for
consulting knowledgeable individuals, and horizon scanning.
61
What might cause an
Unexpected regulatory requirements or changes in organizational priorities.
62
What is the relationship
The scope of the BCMS is independent of the BC policy and may be defined before or after the policy is written.
63
Why should the BCMS
To ensure clarity and provide a reference for what is included and excluded in the BCMS.
64
What should be done if
The organization should consider revising the BCMS scope to address the identified gaps.
65
What should the BC
The size, complexity, and type of the organization, and aligned with the organizational culture and operating environment.
66
Why might global
To take account of different cultures in different locations.
67
What could be a barrier
A long and complicated policy.
68
What should the BC
What the organization will do, not how it will be done.
69
What details may the BC
Roles or people with overall responsibility and accountability for the BCMS, and a commitment to meeting the
70
policy include?
requirements of any relevant regulations, standards, and guidelines.
71
What is the outcome of
A documented scope statement which is reviewed at an agreed cadence.
72
What may the BCMS
A defined BCMS scope, a BC policy, high-level governance structure, objectives for the BCMS, how the objectives will be
73
documentation include?
met, detailed operational processes and associated roles and responsibilities, ways in which the BCMS will be validated,
74
What is the BC policy
The intentions and direction of an organization as formally expressed by its top management.
75
What does the BC policy
The meaning and importance of BCM to the organization.
76
What does the BC policy
Top management commitment to the BCMS and its continual improvement.
77
What expectations does
How the BCMS will be used by all workers.
78
What guiding principles
For setting, reviewing, and meeting BCMS requirements (objectives).
79
At what level should the
At a level that is independent of the scope of the BCMS and does not include any specific information such as BCMS
80
BC policy be written?
requirements, processes, or operational roles.
81
How should the BC
As documented information that is communicated and understood by the whole organization.
82
Who should write the BC
Top management with support from BC professionals.
83
What should the BC
A commitment to the BCMS and its continual improvement, expectations for how the BCMS will be used, and guiding
84
policy include?
principles for setting, reviewing, and meeting BCM objectives.
85
What should the
The overall purpose of the BCMS, the reason why it is important to the organization, and the benefits it will bring.
86
What key terms should
BC and BCMS.
87
What should be done
Consult on and finalize the draft policy according to the organization’s usual processes for establishing a policy.
88
How should the BC
Widely within the organization and made available externally for interested parties.
89
How should the BC
As documented information, subject to the organization’s usual information management practices and controls.
90
What are some methods
Using an organizational policy template, working with communication specialists, and publishing the policy on the
91
and techniques for
organization’s website.
92
What are the outcomes
Shared understanding of the importance of a BCMS, clear expectations from employees, and demonstration of top
93
of an effectively
management commitment.
94
When should the BC
At agreed intervals or following significant changes to the operating context.
95
Why is establishing
It provides the foundation for its further development, effective operation, support, and continual improvement.
96
What is a key element of
The early identification of clearly defined roles and associated responsibilities.
97
What should top
That they are assigned and clearly communicated.
98
What activities should
Monitoring and evaluating performance, ensuring engagement, alignment with objectives, and supporting continual
99
assigned responsibilities
improvement.
100
What resources should
Funding, time, technology, and competent people.
101
What should top
That they are competent and receive any necessary education and training.
102
Who should be assigned
A member of top management.
103
Why is it important to
It makes the BCMS visible across the organization and may encourage collaboration across organizational boundaries.
104
Where should BCMS
In job descriptions and communicated to all interested parties.
105
What type of process is
An iterative process.
106
What factors influence
The size and complexity of the organization and the organization’s existing practices for introducing new management
107
the establishment of
systems.
108
What is likely early in the
The organization will not understand all the roles, responsibilities, and authorities required to operate the BCMS.
109
What should the initial
On establishing a governance structure that enables the programme or mechanism used to coordinate the activities
110
focus be when
needed to establish the BCMS.
111
What are some essential
A top management sponsor, a programme manager, a BCM professional, and a steering group.
112
What are the
Providing leadership, commitment, support, and resources to the BCMS; assigning responsibilities and authorities for
113
responsibilities of top
other BCMS roles; establishing and communicating the BC policy; ensuring the performance of the BCMS is monitored,
114
management in a
reviewed, and continually improved; promoting and contributing to the BC culture, including leading by example.
115
What is the role of the
Overseeing, supporting, and advising on the establishment and operation of the BCMS; making recommendations,
116
steering group/committee
removing roadblocks, and reporting to top management.
117
What are the
Developing, coordinating, and facilitating the BCMS, including developing analysis and BC plan templates; facilitating and
118
responsibilities of a BC
coordinating the BIA, risk and threat assessment, strategy and solutions planning, BC plans and testing throughout the
119
professional?
organization; ensuring maintenance of the BCMS on a periodic basis as well as whenever it is appropriate.
120
What is the role of a BC
Ensuring that the BC plan (or plans) adequately delivers the organization’s BC capability and meets the BC requirements.
121
What are the
Responding to an incident or crisis, delivering the BC solutions, and following the BC plans.
122
What are the
Communicating the implications of departmental changes that may impact the BCMS; collecting information for and
123
responsibilities of a
completing the BIA; identifying and acknowledging supply chain priorities; developing, implementing, and maintaining
124
departmental
departmental procedures on behalf of the plan owner; conducting and participating in exercises; maintaining the
125
representative in a
departmental BC documentation; liaising with the BC professional.
126
What are the
Understanding and acknowledging the relevance of the BCMS; acknowledging roles and responsibilities during an
127
responsibilities of
incident to ensure effectiveness by understanding the BCMS; recognizing an incident or crisis; alerting incident or crisis
128
workforce/personnel/staff
responders as appropriate; escalating action to the incident or crisis management team; responding appropriately to
129
in a BCMS?
specific threats; responding appropriately when evacuated from the site; understanding relevant plans and associated
130
What is the purpose of
To describe generic roles and responsibilities in a BCMS, noting that in some organizations, people might take on more
131
the table describing roles
than one role, and some roles, such as top management roles, are needed to establish a BCMS while others will emerge
132
and responsibilities in a
as the BCMS becomes operational.
133
Why is it recommended
To ensure continuity in case the primary role holder is unavailable due to reasons like annual leave or illness.
134
What should deputies in
Subject matter experts who can deputize for the primary role holder.
135
What should be
Succession plans.
136
Who are some of the key
Incident response personnel, plan owners, and departmental representatives.
137
What professional
A professional credential from an appropriate professional body, such as the BCI.
138
What does establishing
Top management’s commitment, involvement in, and accountability for the BCMS from the outset.
139
What are the outcomes
Clearly defined, communicated, and understood roles and responsibilities assigned to competent individuals and teams,
140
of assigning
and appropriate authority assigned as relevant to the role.
141
When should the
At pre-agreed intervals or following a significant change in the organization’s context.
142
What should a strategic
An initial definition of the scope of the BCMS, a BC policy, assigned roles, responsibilities, and authorities, and a
143
checklist confirm upon
programme for continuing the establishment of the BCMS.
144
What marks the
Working through the activities in the remaining PP sections of the GPG.
