A Results-driven Transformation to Business Resilience

Transcription

1 A Results-driven Transformation to Business Resilience George Andrews, PMP Project Executive Managed Resilience Services IBM Business Continuity & Recovery Services Business Resilience is the ability to rapidly adapt and respond to risks and opportunities in order to maintain continuous business operations; be a more trusted partner; and enable growth. Alignment to Strategic Business Objectives Strategic Business Objectives People Process Strategy & Tactics Infrastructure Solutions Culture 1

2 Topics Program Management Methodology Resilience Road Mapping Useful Program Metrics Managing Return on Investment Program Management Methodology 7 Keys to Focused, Disciplined Execution Key 1 - Recognize the New Paradigm 1. It s about the business 2. It s about positive and negative outcomes. 3. It s about competitive advantage 4. It s about normal and abnormal incidents 2

3 Key 2 - Program Governance Send the right message from the beginning 1. Sponsorship 2. Ownership 3. Partnership 4. Commitment 5. Preparedness Key 3 Executive Awareness Don t bury the program in the organization Alignment with strategic objectives Use effective, efficient communications Establish meaningful metrics Demonstrate results Reinforce culture change Key 4 - Effective Portfolio Management Innovating the business to capture new value. Business Resources Improving the productivity of deployed resources. 3

4 Portfolio Management aligns projects and resources with business priorities. It is about planning and managing projects individually and as a comprehensive portfolio of assets which must meet enterprise objectives Business Leadership Prioritize enterprise investments, balance efforts per risk & return Project Teams Collaborate, communicate, and execute project efforts Business Alignment and Control Project Management Plan, scope, schedule, monitor, measure and report Key 5- The Three INs Investment Management Integration Interrelationships Revamp this diagram Integrating Across Traditional Disciplines Business Continuity Crisis Management Disaster Recovery Availability Security 4

5 Revamp this diagram Understand the Interrelationships Functional/Process Relationships Within the Business Within the Extended Enterprise Between solutions Between businesses Relationships between program and strategic business objectives Key 6 Project Management Discipline Work Breakdown Structures Integrated Schedules Project Dashboards and Metrics Common Risk, Issue, and Action Item Reporting Key 7 Continuous Improvement Drive to create the appropriate best practice Implement or adjust enabling and sustaining processes Add one simple question: What s the impact on the Resilience Program? Continue to measure results 5

6 Enabling and Sustaining Processes Configuration Management Incident Management Problem Management Change Management Release Management Capacity Management Performance Management Availability Management Risk Management Strategic Management Requirements Management Resilience Road Mapping 5 Steps to Success Resilience Road Mapping Analyze Strategize Categorize Prioritize Realize Requirements v. Current Capabilities Emerging Needs Solution Alternatives Future Vision Reach and Range Resilience Layers Response Strategies Relative Importance Cost/Timing Relative Ease Return Manage Measure Report Review and Revise 6

7 ENABLERS Criticality Matrix Sustaining Processes Training Methodology & Tools Program Governance Tier Immediate Security & Privacy Healthcheck Business Impact Analysis Critical Business Units (CBUs) Business Impact Analysis Vital Business Units (VBUs) Continuity Health Check Shared Services Data Centers & Facilities BC Plan Development and Testing Critical Business Units HQ Crisis Management Plan Corporate BR Website Launch Security Improvements Tier 1 Data Center Improvements Tier 2 - Medium BC Plan Development and Testing Vital Business Units HQ Crisis Management Plan Corporate BC Website Launch Integrated Testing Program Business Unit Crisis Management Planning Enterprise-wide Business Resilience ROADMAP Resilience WG Program Assessment Crisis Mgmt. Audits Tier 3 - Long BC Plan Development and Testing Important Business Units Jan 2006 Jan 2007 Jan 2008 Resilience Dashboard Roadmap Enablers Name Start Date / Current Forecast Notes End Date Program 1/05/06 5 of 7 Critical Process Areas Complete Assessment 2/02/06 Recommendations to be presented on 1/25 Program 1/05/06 Governance Plan Draft with Program Steering Governance Committee 1/21/06 BC Policy accepted by CEO BC Program Office processes in place Methodology & 1/05/06 Tool Suite selected on track for 3/1 Tools 3/15/06 Click here for the Methodology Dashboard Training 1/15/06 Training material prepared based on sample documents 3/31/06 Course schedule developed based on criticality matrix Sustaining 1/15/06 ITIL implementation of change management Processes process delayed. New date of 3/10. 3/15/06 Criticality Matrix 2/2/06 Facilitated meeting with General Managers scheduled on 2/4. 3/10/06 Results to be returned on 2/21. Legend - On Track - No Issues - Slightly behind schedule - Recovery plan in place - Significantly behind schedule/critical Issues affecting progress Program Review - Project Summary Sheet Project Name: Project Type: Start Date: End Date: Project Manager: Overall Schedule Cost Metric Technical Staffing Customer Quality Prior Corrective Actions: Current Forecast Project Highlights: Upcoming Events: Issues Requiring Management Attention: 7

8 Resilience Metrics Finding the key performance indicators Consider the following metrics categories: Project Metrics Cost Performance Schedule Performance Technical Performance Staffing Organizational Preparedness over time Program Maturity over time Revenue at Risk Data Loss Exposure Recovery Objectives Recovery Time Objectives Recovery Point Objectives Recovery Point Achievable Recovery Time Achievable Business Resumption Time Achievable And Security Anti-Virus and Spyware Coverage Total Missing Patches Platform Compliance Password Strength Traffic Availability Mean Time Between Failure Mean Time Between Incidents Mean Time to Repair Fault Tolerance 8

9 And Sustaining Process Effectiveness Intellectual Capital Management System Management Problem Management Change Management Measuring Return on Investment Can you really measure it for a Resilience Program? Return on Investment Two Questions to the Audience 1. Does ROI apply to traditional IT projects? 2. Does ROI apply to Business Resilience? ROI can apply if Resilience is consistently integrated into the culture of the business! 9

10 Here s a useful substitute to ROI Total cost of resilience as a percent of revenue By Critical Business Function Across the Total Program Summary Program Management Methodology Resilience Road Mapping Useful Program Metrics Managing Return on Investment Questions? 10

11 Thank you for your attention! George B. Andrews, PMP 11