The only difference is that the BCP process for small businesses can be simplified depending on the size and complexity of the organization.
For many small businesses, the above business continuity planning activities pose a formidable challenge, especially from the perspectives of time, money and resources. To make the process easier, small businesses have several options, such as BCP tools and software, business continuity templates, checklists or consultants.
Each of these options can create a plan and its associated elements and, because of their simplicity, small businesses often use them to get something done quickly.
What you need for a successful business continuity plan To develop a successful BC plan, we recommend the following steps: Make sure you have the right information. Your business continuity plan doesn't have to be hundreds of pages long, it just needs the right information, and that information should be current and accurate.
A one-page plan with the right information can be more valuable than a voluminous document that nobody can use. Go to www. The information at ready. Standards can provide a useful starting point. Almost two dozen business continuity standards are available worldwide. In the U. Limit content to actual disaster response actions. Make it happen. Once the plan is complete, exercise it semiannually to ensure the documented procedures make sense in the sequence indicated.
Be flexible. A single template may not be universally applicable to all departments or locations in your organization. How the sample business continuity template is organized Next, we'll examine the structure and content of our sample business continuity plan template, indicating key issues to address and activities to perform.
Initial data. If you have identified various people to contact in an incident, put their contact information at the front of the plan -- in the emergency notification contacts section -- so you won't have to waste valuable seconds searching through a lengthy document.
Revision control page. This is page two of the plan, and it reflects your change management process. Purpose and scope. Provide details on these attributes, as well as assumptions, team descriptions, a list of terms and other background information.
Instructions for using the plan. Provide information about when and how the plan will be activated, including outage time frames, who declares a disaster and who should be contacted. Policy information.
This is a good place to use standards documents as references. Emergency response and management. Specify situations in which the plan and response procedures are to be activated.
Plan reviews and maintenance. Describe how often the plan is to be reviewed and updated, and by whom. Checklists and flow diagrams. Assuming an incident has occurred, identify the steps to address it; these can be in the form of checklists -- useful to keep track of scheduled and completed tasks -- and flow diagrams that provide a high-level view of response and recovery.
Notification of an incident affecting the site. Information needs to be gathered before officially declaring a disaster; this includes damage assessment data and first-hand reports from staff and first responders.
Convene meetings as soon as possible with key emergency team members to evaluate the facts before proceeding to a declaration. Decide on a course of action. This section addresses actions to take when it becomes obvious that management needs to declare a disaster. A damage assessment can be initiated before or after the declaration -- it is up to company leadership. What are the resources that you need to ensure that are essential business materials or any other items needed for continuous operations are at hand and maintained?
Knowing the answers to these kinds of questions can help you become more critical when identifying the business functions that you need to either develop, remove, or sustain.
Break your business impact analysis into its minute or smallest details. Be observant with the factors and elements that contribute to particular impacts so you can easily come up with recovery processes that are aligned and relevant with specific business functions. This can give you more knowledge on how you can prepare the business and its stakeholders in the future should threats and risks start impacting the operations.
You have to create a team that can focus on the creation of a business continuity plan. This can make the processes of data gathering, assessment, evaluation, and recording more efficient.
It helps everyone gain a better understanding of the business and its operations, and it identifies ways to fortify any deficiencies -- both large and small. Your business continuity plan doesn't have to be hundreds of pages long, it just needs the right information, and that information should be current and accurate. Please login. A damage assessment can be initiated before or after the declaration -- it is up to company leadership. A one-page plan with the right information can be more valuable than a voluminous document that nobody can use. Next Steps.
These are available in both PDF and Word format and can be easily customized. Implementing a business continuity management system Another strategy to ensure your business continuity plan remains up to date is to implement a business continuity management system BCMS that identifies routinely executed day-to-day activities that are essential for business continuity. Small business BCP For small businesses, the business continuity planning BCP process contains several steps: project initiation, risk assessment, business impact assessment, strategy development, business continuity plan development, business continuity plan testing and maintenance, emergency communications, awareness and training, and coordination with public authorities.