Difference between revisions of "Key Planning Scenario"

From BCMpedia. A Wiki Glossary for Business Continuity Management (BCM) and Disaster Recovery (DR).
Jump to navigation Jump to search
 
 
(31 intermediate revisions by 3 users not shown)
Line 1: Line 1:
{| style="margin-left: 0px; text-align: left; font-style: none; width:100%; font-weight: none; background: #F0F0F0; border:1px "
+
{| style="margin-left: 0px; text-align: left; font-style: none; width:100%; font-weight: none; background: #F0F0F0; border:1px"
| '''1.''' Key Planing Scenario (KPS) provides the [[Business Continuity (BC)|BC]] Team with a perspective of the magnitude of [[disaster]] that an [[organization]] is willing to commit the resources to mitigate and is acceptable to the organisation. This organisation includes the [[Executive Management]], [[Organization BCM Coordinator]], [[Business Continuity Planning (BCP)|BCP]] team, [[Disaster Recovery Planning (DRP)|DRP]] team and the [[Crisis Management Team]].
+
|-
 +
| '''1.''' Key Planning Scenario (KPS) provides the [[Business_Continuity_(BC)|BC]] Team with a perspective of the magnitude of [[Disaster|disaster]] that an [[Organization|organization]] is willing to commit the resources to mitigate and is acceptable to the organisation. This organisation includes the [[Executive_Management|Executive Management]], [[Organization_BCM_Coordinator|Organization BCM Coordinator]], [[Business_Continuity_Planning_(BCP)|BCP]] team, [[Disaster_Recovery_Planning_(DRP)|DRP]] team and the [[Crisis_Management_Team|Crisis Management Team]].  
 +
{{Template:BL-BCM-5Banner}}
  
Related Term: [[Risk Appetite]], [[Risk Likelihood]], [[Risk Impact]], [[Risk Rating]], [[Risk Assessment]], [[Risk Level]], [[Period of Disruption]], Key Disaster Scenario (This term is changed to Key Planning Scenario)
+
'''Related Term''': [[Risk_Appetite|Risk Appetite]], [[Risk_Likelihood|Risk Likelihood]], [[Risk_Impact|Risk Impact]], [[Risk_Rating|Risk Rating]], [[Risk_Assessment|Risk Assessment]], [[Risk_Level|Risk Level]], [[Period_of_Disruption|Period of Disruption]], Key Disaster Scenario (This term is changed to Key Planning Scenario)
 
+
<br>
*'''''Notes (1):''''' Key Planning Scenario is the magnitude of a [[disaster]] that an [[organization]] is willing to commit its resources to [[reduce]]. The magnitude of a disadvantage is derived from a upper limit of outrage deviation from a [[List of Threats|list of threats]] identified during the [[Risk Analysis and Review|RAR]] phase pertaining to [[Business Continuity (BC)|Business Continuity]]. 
+
{{Template:BCM Course}}<br><br>
 
+
{{BcmBoK 2 CL 1B}}<br/><br/> {{BcmBoK 2 CL 1C}}<br/><br/> {{BcmBoK 2 CL 1D}}
*'''''Note (2)''''': The key planning scenario forms the basis for the development and implementation of the [[Business Continuity Plan (BC Plan)|BC plan]] and recovery procedures. The key planning scenario is derived based on the list of [[Threat|threats]] identified; which the [[BCM Steering Committee]] deems the [[organization]] is [[Vulnerability|vulnerable]] to (or likely to occur), and that, if nothing is done, will cause significant (potential) [[loss|losses]] and subsequently, result in huge costs to [[recover]] the business. Generally, the key planning scenario should enable the [[organization]] to develop its [[Business Continuity Plan (BC Plan)|BC plan]] that will address multiple [[Threat|threats]].
 
 
 
*'''''Note (3)''''': The key planning scenario is used to determine the [[impact]] to the business, and the priority with which [[critical]] business and support functions will be [[Recover|recovered]]. The recovery time lines, resources and [[Vital Records|vital records]] must ensure the recovery of these functions, and shall be consistent with the key [[disaster]] scenario.
 
 
 
*'''''Note (4)''''': [[Test]] and [[exercise]] scenarios should also be realistic. The scenarios developed should be consistent with the key planning scenario. For example, if an earthquake is not identified as a [[threat]] which leads to the key planning scenario, then one should not consider developing a [[test]] or [[exercise]] scenario based on an earthquake. Fire is an inherent [[risk]] to most, if not all [[Organization|organizations]]; thus, a [[test]] scenario based on a fire will be a practical choice.''''
 
 
 
*'''''Note (5)''''': [[Worst Case Disaster Scenario| Worst-case disaster scenario]] is another term used to refer to the key planning scenario. Unfortunately, this term is often misinterpreted as implying a “dooms-day” scenario. Planning for the dooms-day scenario is not recommended as it will mean that [[organization]] needs to expand and commit significant amount of resources and funds to develop such plans and conduct [[Exercise|exercises]] to improve readiness. But, the effort and resources to be committed is unjustifiable.
 
 
 
 
 
[[Image:3D BCM Series Analyzing and Reviewing in the context of BCM Books.jpg|thumb|left|140px|Analysing And Reviewing The Risks For Business Continuity Planning [http://store.bcm-institute.org/books/bcm-specialist-series BUY!]]]
 
 
 
{{BcmBoK 2 CL 1B}}
 
<br><br>
 
{{BcmBoK 2 CL 1C}}
 
 
<br><br>
 
<br><br>
{{BcmBoK 2 CL 1D}}
 
 
  
 +
'''Notes (1):''' '''Key Planning Scenario'''
 +
* is the magnitude of a [[Disaster|disaster]] that an [[Organization|organization]] is willing to commit its resources to [[Reduce|reduce]] the impact of the disruption.
 +
* is comprised of two parts: The '''Disaster Scenario''' (Also known as the threat scenario) and the '''Planning Time Horizon'''.
 +
** The '''Disaster Scenario''' focuses the plan on a class of disasters, such as denial of access (e.g. fire), loss of manpower (e.g. pandemic), IT failures or supply chain disruption. It tells you what type of Business Continuity Plan you should be developing and aiming towards.
 +
** The '''Planning Time Horizon''' derives the impact due to a threat to an organisation from a upper limit of outage deviation (highest [[Period_of_Disruption|Period of Disruption]]) from a [[List_of_Threats|list of threats]] identified during the [[Risk_Analysis_and_Review|RAR]] phase. It determines whether the plan accounts for a 3-day outage, or a 3-week outage.
 +
* forms the basis for the development and implementation of the [[Business_Continuity_Plan_(BC_Plan)|BC plan]] and recovery procedures.
 +
* is derived based on the list of [[Threat|threats]] identified which the [[BCM_Steering_Committee|BCM Steering Committee]] which deems its [[Risk Likelihood|likelihood]] to occur or [[Risk Impact|impact]] not acceptable, and that, if nothing is done, will cause significant (potential) [[Loss|losses]] and subsequently, result in huge costs to [[Recover|recover]] the business.
 +
* enables the [[Organization|organization]] to develop its [[Business_Continuity_Plan_(BC_Plan)|BC plan]] that will address multiple [[Threat|threats]] and the threat that results in the maximum outage time is used as the planning norm.
 +
* is used to determine the [[Risk Impact|impact]] to the business, and the priority with which [[Critical|critical]] business and support functions will be [[Recover|recovered]]. The recovery time lines, resources and [[Vital_Records|vital records]] must ensure the recovery of these functions, and shall be consistent with the key [[Disaster|disaster]] scenario.
  
  
 +
<br>
 +
'''Note (2)''': [[Test|Test]] and [[Exercise|exercise]] scenarios should also be realistic. The scenarios developed should be consistent with the key planning scenario. For example, if an earthquake is not identified as a [[Threat|threat]] which leads to the key planning scenario, then one should not consider developing a [[Test|test]] or [[Exercise|exercise]] scenario based on an earthquake. Fire is an inherent [[Risk|risk]] to most, if not all [[Organization|organizations]]; thus, a [[Test|test]] scenario based on a fire will be a practical choice.'
 +
<br>
 +
'''Note (3)''': [[Worst_Case_Disaster_Scenario|Worst-case disaster scenario]] is another term used to refer to the key planning scenario. Unfortunately, this term is often misinterpreted as implying a “dooms-day” scenario. Planning for the dooms-day scenario is not recommended as it will mean that [[Organization|organization]] needs to expand and commit significant amount of resources and funds to develop such plans and conduct [[Exercise|exercises]] to improve readiness. But, the effort and resources to be committed is unjustifiable.
  
'''''Courses'''''
+
{{Template:BLCoursesBanner}}
* [http://www.bcm-institute.org/courses/analyzing-and-reviewing-risk-col-313 Attend: Classroom: Risk Analysis Courses]
 
* [http://www.bcm-institute.org/courses/assessing-risk-and-business-impact-requirements Attend: Classroom: Competency-based Risk Analysis Courses]
 
* [http://www.bcm-institute.org/courses/risk-analysis-and-review Attend: E-Learning: Risk Analysis module]
 
 
 
 
{{Bcm Institute Source}}
 
{{Bcm Institute Source}}
 
|}
 
|}
  
[[Category:BCM Institute Glossary]]
+
{{Template:BookPSRAR}}
[[Category:BCM Institute Crisis Management Glossary]]
+
[[Category:BCM Institute Glossary]] [[Category:BCM Institute Crisis Management Glossary]] [[Category:BCM Institute DR Glossary]] [[Category:BcmBoK 2 CL 1B]] [[Category:BcmBoK 2 CL 1C]] [[Category:BcmBoK 2 CL 1D]]
[[Category:BCM Institute DR Glossary]]
 
 
 
[[Category:BcmBoK 2 CL 1B]]
 
[[Category:BcmBoK 2 CL 1C]]
 
[[Category:BcmBoK 2 CL 1D]]
 

Latest revision as of 02:06, 30 October 2020

1. Key Planning Scenario (KPS) provides the BC Team with a perspective of the magnitude of disaster that an organization is willing to commit the resources to mitigate and is acceptable to the organisation. This organisation includes the Executive Management, Organization BCM Coordinator, BCP team, DRP team and the Crisis Management Team.

Related Term: Risk Appetite, Risk Likelihood, Risk Impact, Risk Rating, Risk Assessment, Risk Level, Period of Disruption, Key Disaster Scenario (This term is changed to Key Planning Scenario)



BCMBoK Competency Level
BCMBoK 2: Risk Analysis & Review CL 1B: Foundation (BC)


BCMBoK Competency Level
BCMBoK 2: Risk Analysis & Review CL 1C: Foundation (CM)


BCMBoK Competency Level
BCMBoK 2: Risk Analysis & Review CL 1D: Foundation (DR)



Notes (1): Key Planning Scenario

  • is the magnitude of a disaster that an organization is willing to commit its resources to reduce the impact of the disruption.
  • is comprised of two parts: The Disaster Scenario (Also known as the threat scenario) and the Planning Time Horizon.
    • The Disaster Scenario focuses the plan on a class of disasters, such as denial of access (e.g. fire), loss of manpower (e.g. pandemic), IT failures or supply chain disruption. It tells you what type of Business Continuity Plan you should be developing and aiming towards.
    • The Planning Time Horizon derives the impact due to a threat to an organisation from a upper limit of outage deviation (highest Period of Disruption) from a list of threats identified during the RAR phase. It determines whether the plan accounts for a 3-day outage, or a 3-week outage.
  • forms the basis for the development and implementation of the BC plan and recovery procedures.
  • is derived based on the list of threats identified which the BCM Steering Committee which deems its likelihood to occur or impact not acceptable, and that, if nothing is done, will cause significant (potential) losses and subsequently, result in huge costs to recover the business.
  • enables the organization to develop its BC plan that will address multiple threats and the threat that results in the maximum outage time is used as the planning norm.
  • is used to determine the impact to the business, and the priority with which critical business and support functions will be recovered. The recovery time lines, resources and vital records must ensure the recovery of these functions, and shall be consistent with the key disaster scenario.



Note (2): Test and exercise scenarios should also be realistic. The scenarios developed should be consistent with the key planning scenario. For example, if an earthquake is not identified as a threat which leads to the key planning scenario, then one should not consider developing a test or exercise scenario based on an earthquake. Fire is an inherent risk to most, if not all organizations; thus, a test scenario based on a fire will be a practical choice.'
Note (3): Worst-case disaster scenario is another term used to refer to the key planning scenario. Unfortunately, this term is often misinterpreted as implying a “dooms-day” scenario. Planning for the dooms-day scenario is not recommended as it will mean that organization needs to expand and commit significant amount of resources and funds to develop such plans and conduct exercises to improve readiness. But, the effort and resources to be committed is unjustifiable.

(Source: Business Continuity Management Institute - BCM Institute)