Posted on January 4th, 2009 by Terence Kierans, aka TK
I can’t believe so much time has passed simcve I last posted to this blog – and even Christmas has come and gone.
A break in the thread.
I don’t know the origin of this, but feel it very applicable to the current world economic situation.
So, with grateful thanks to the author —
The Man Who Sold Hot Dogs
There was a man who lived by the side of the road and sold hot dogs.
He was hard of hearing so he had no radio.
He had trouble with his eyes so he read no newspapers.
But he sold good hot dogs.
He put up signs on the highway telling how good they were.
He stood on the side of the road and cried; “Buy a hot dog, mister?
And people bought.
He increased his meat and bun orders.
He bought a bigger stove to take care of his trade.
He finally got his son home from college to help him out.
But then something happened.
His son said, “Father, haven’t you been listening to the radio?
Haven’t you been reading the newspapers?
There’s a big depression.
The European situation is terrible.
The domestic situation is worse.”
Where upon the father thought, “Well, my son’s been to college, he reads the papers and he listens to the radio, and he ought to know.”
So the father cut down on his meat and bun orders, took down his advertising signs, and no longer bothered to stand out on the highway to sell his hot dogs.
And his hot dog sales fell almost overnight.
“You’re right, son” the father said to the boy.
“We certainly are in the middle of a great depression.”
Terence Kierans CAVB (Certified Australian Virtual Business)
Principal, Cyberspace Virtual Services, Western Australia
www.virtualservices.com.au – Experience the Difference
www.virtualservices.com.au/CVS_blog – My contribution to business owners
www.avbn.com.au – Australian Virtual Business Network—You Deserve the Best
2007 Thomas Leonard International VA of Distinction Award Nominee
Contented Member of ‘A Clayton’s Secretary’
Use our skills to help you succeed
Tel: 61 8 9304 6983 Fax: 61 8 9304 3202 Mobile: 61 414 25 1091 UK Residents: 07092391723
Having problems coping with all that paperwork?
Turn those piles into files and find any document
in 10 seconds or less!
http://tinyurl.com/64ag2
Permalink
Posted on November 8th, 2008 by Terence Kierans, aka TK
By: Dr. Donald E. Wetmore
Crisis Management, for the most part is when a deadline has snuck up behind you and robbed you of all choice. And crisis management, for the most part, is poor time management. Why? You’re under pressure, maybe cutting corners. Things can slip through the cracks. Your stress level is increased. The quality of your performance may not be what it ought to be.
I have been amazed through the years when my college students would hand in term papers and inform me that they didn’t have enough time to do a good job. I would reply, “When in the future will you get more time to redo it because if it’s as bad as you suggest, I’m going to give it back to you to redo.” You don’t have the time to do it right; where will the time come from to fix it?
I would suggest that if you find yourself in Crisis Management a lot, it probably has less to do with your day-to-day responsibilities and more to do with a lack of anticipation, because most of the things that put you into Crisis Management are things that are capable of being anticipated.
Read the rest of this entry »
Permalink
Posted on October 20th, 2008 by Terence Kierans, aka TK
To wind up this series on Business Continuity Planning here’s a summary as to why you should plan:
- Information systems built on computers have become increasingly vital to the effective operation of a business;
- The provision of timely business services has become progressively more dependent on computer systems;
- By now you should be even more aware of the impact on your business that a serious incident could have;
- The necessity of setting up at least a semiformal procedure to be complied with when a disaster happens;
- The high probability of an increase in inefficient IT and data protection safeguards;
- The need to set up efficient and effective recovery strategies to diminish the consequences of any disrupting events;
- To have the goal of lessening the costs and losses which might otherwise arise from the occurrence of severe events, and finally
- Prevention of failure of your business resulting from any disrupting events.
Terence CAVB (Certified Australian Virtual Business)
Principal, Cyberspace Virtual Services, Western Australia
www.virtualservices.com.au – Experience the Difference
www.virtualservices.com.au/CVS_blog – My contribution to business owners
www.avbn.com.au – Australian Virtual Business Network—You Deserve the Best
2007 Thomas Leonard International VA of Distinction Award Nominee
Contented Member of ‘A Clayton’s Secretary’
Use our skills to help you succeed
Tel: 61 8 9304 6983 Fax: 61 8 9304 3202 Mobile: 61 414 25 1091 UK Residents: 07092391723
Having problems coping with all that paperwork?
Turn those piles into files and find any document in 10 seconds
or less!
http://tinyurl.com/64ag2
Permalink
Posted on September 14th, 2008 by Terence Kierans, aka TK
- Develop your plan.
BCM plans will be different for different businesses. However, effective continuity plans will share many important features:
- Use non-technical language so that any- and every- one can understand it.
- Identify who does what, and who takes responsibility for what. Try to include an alternative to cover key roles.
- Use checklists.
- Include clear, explicit instructions for the crucial first hour immediately following the occurrence of an incident.
- List items that do not need to be addressed until after that first hour.
- State how often, when and how you will check your plan to make sure it always a ‘live plan’. Always update your plan immediately changes occur in your organisation and in the risks you might face.
- Include information from outside experts and from other business people who face similar risks.
- Find out what your local authority plans are in response to a major incident or terrorist attack.
- Ask the fire brigade what they will want to know from you during a major incident? Who will be the point of contact that emergency services will speak with after an incident? Ask about access to your premises after a major incident.
- Would a major incident on the premises of a neighbouring property or business affect you and vice versa?
- How can you help each other?
- Find out what your Utility companies will need to know if your business is involved in a major incident.
- How will you contact your clients and suppliers to advise them you have been adversely affected by an incident? Involve them if at all possible.
- What information does your insurance company need? Determine whether you would need their permission to replace damaged critical equipment immediately.
- What alternative lines of communication and data access have you established?
- K.I.S.S. A good plan will be simple, but plan for worst case scenarios. You will never be able to plan in detail for every single eventuality. The aim of the plan is to enable people to be able to react quickly and effectively in an emergency
To be continued
Terence CAVB (Certified Australian Virtual Business)
Principal, Cyberspace Virtual Services, Western Australia
www.virtualservices.com.au Experience the Difference
www.avbn.com.au Australian Virtual Business Network—You Deserve the Best
2007 Thomas Leonard International VA of Distinction Award Nominee
Contented Member of ‘A Clayton’s Secretary’
Use our skills to help you succeed
Tel: 61 8 9304 6983 Fax: 618 9304 3202
Mobile: 614 1425 1091 UK Residents: 07092391723
Having problems coping with all that paperwork?
Turn those piles into files and find any document in 10 seconds or less!
http://tinyurl.com/64ag2
Permalink
Posted on August 25th, 2008 by Terence Kierans, aka TK
There are five key steps to developing your continuity plan.
- Analyse your business.
BCM requires a comprehensive understanding of your business and all of its processes. These should be documented in your Operations Manual. Without this documentation, how could anyone fill in for you, effectively and efficiently, in your absence, either on holiday, or due to illness, whether short- or long-term? How else can you be consistent in operating your business? Have you got one?
- Assess the risks to your business.
Risk assessment is the process of determining the risks that could cause business interruption and consequent damage to your income and reputation. This assessment is based on how you run your business.
In evaluating risk a business impact analysis will help to enable prioritisation based on probability of occurrence. You cannot afford to include every business process and application in a mitigation process or a recovery, so you should inventory and prioritise every critical business process.
Software is available to help with this process, but a spreadsheet can be designed to achieve the desired outcome.
- Develop your strategy.
Having assessed the risks, whatever type business you are conducting, you will probably choose a proven strategy:
- Accept the risks—change nothing.
- Accept the risks, but make reciprocal arrangements with other businesses. They could even be competitors.
- Attempt to minimise risks.
- Attempt to minimise risks and make arrangements for assistance after an incident.
- Reduce all risks to where you should not need outside assistance.
Evaluation of cost effectiveness will be the driver in choosing your strategy.
To be continued
Terence CAVB (Certified Australian Virtual Business)
Principal, Cyberspace Virtual Services, Western Australia
www.virtualservices.com.au Experience the Difference
www.avbn.com.au Australian Virtual Business Network—You Deserve the Best
2007 Thomas Leonard International VA of Distinction Award Nominee
Contented Member of ‘A Clayton’s Secretary’
Use our skills to help you succeed
Tel: 61 8 9304 6983 Fax: 61 8 9304 3202 Mobile: 61 414 25 1091 UK Residents: 07092391723
Having problems coping with all that paperwork?
Turn those piles into files and find any document in 10 seconds or less!
http://tinyurl.com/64ag2
Permalink
