Workshop

BCM issues, causes and effects (brainstorming)

Simulation exercises

How can it be run on a tight budget?

Depends on the perspective Company employees

Board

Regulators, Auditors

Shareholders

BCM professionals

BCM / DR has insufficient authority and resources

BCM is sliding on corporate priority list / It is getting increasingly difficult to keep executive support

New hires / promotes among management are not aware of / don't support BCM

BCM Professionals are in a career limbo

Consider the impacts (effects) of the BCM issues from the following perspectives:

Impact on BCM professionals

Impact on the Team / Department

Impact on the Organization

Pushing wet spaghetti uphill

Inability to meet objectives

Low / no budget

Downsizing pressures

Inadequate preparedness

Other impacts:

Consider the triggers / root causes which bring about the BCM issues from the following perspectives:

Technical

Organizational

Personal

No powerful executive sponsor

“It won’t happen to us” mentality

BCM perceived as not critical, “make work” function

Driven by regulation, not by necessity/ preparedness

Other Causes:

What could / would help to address / mitigate / eliminate the issues?

( Addressing the issue by eliminating the root cause / impacts)

Effective (must address the issues)

Practical (fit the organizational culture)

Affordable (cost, time, scope)

Flight Simulators are used

by pilots to gain needed

skills, competency and

confidence in a safe

environment.

This invaluable

experience prepares

pilots to operate

confidently, avoid costly

mistakes, and save lives in

real flights.

Experiential (not just a theory), but non-threatening

Engaging, emotional, and interactive

Realistic and plausible (scenario and all injects)

Improve the decision-making capacity of the CMT

Instill confidence in stakeholders (e.g., the Board, auditors)

Demonstrate value of the BCM program

CMT SIM

Executives / management (no

role playing)

Jack-and-Jill of all trades (role

playing)

Responsible for managing the

crisis

Responsible for realistic

simulation

Don’t know the scenario

(surprise elements)

Know the scenario

Receive and respond to injects Feeds various injects to the

CMT

Experience is built on many small experiences

Each inject must add to credibility

Emotion is a two-way street – be emotional!

Keep everyone busy

Chain the execs to conference calls

Have a plan for non-attending execs (alternates / backups)

Don’t overwhelm: know when to slow down / skip elements

Use simple language (e.g., red flag vs. blue flag)

Set the ground rules (do’s and don’ts)

Use real time only (time shifting is confusing)

Begin the game with a shocker (e.g., breaking news)

Escalate with injects (monitor temperature)

End with a partial resolution (e.g., hostages have been freed, fire has been put out, etc.)

Framework

Exercise objectives

Clear principles for team structure (CMT & SIM)

Practical method (know-how) for handling crises

Create a plausible scenario

Choose incident

Develop a storyline

Scripting

Develop injects

Phone

Walk-ins

Fax

Hand-outs

Infrastructure

Phones

Network

Screen, projector, TV

Laptops / desktops

Notification system

Bulletin board system

Command centre supplies

Video feeds

Scripting

Hire actors

Acting (green screen)

Location scenes

Background footage

Compilation / editing

Voice-over

SIM Team

Recruit

Train

Rehearse

CMT Handouts

Plan for each role

CMT workshop

What to expect

How to use technology

Instil confidence

Crisis Management Framework

Plans and safeguards

Scenario (plausible, manageable, relevant)

Planning Team (3-5 people)

Simulation Team (10-15 people)

Exercise Infrastructure (telecom, audio-visual, etc)

Injects (phone, walk-in, handouts)

Videos feeds

Stationaries (easels, markers, etc.)

Cross-functional support and expertise

Stakeholder expectations

Experience & benchmarking

What is your strategy?

Useful and necessary

Theoretical preparation

Role distribution, walk-through procedures, etc.

Esp. for first-timers / less mature program

Law of Diminishing Marginal Utility

Value of a glass of water to a thirsty person

Knowledge is marginally enhanced, no experience is gained

Getting boring / backfire potential

Jump-start Crisis Management Program (Strategic Level Initiative)

Enhance BCM profile

Gain resources and funding

Receive real support from executives

Improve crisis preparedness (safeguard reputation)

Effective, Practical, Affordable?

External Assisted Internal

(Let the expert do it) (Do it together with an

expert)

(Do it yourself)

Pros: the safest

option - predictable

outcome, fast delivery,

reasonable cost

Pros: less risky than

“do it yourself”,

moderate flexibility

Pros: most flexible,

most rewarding

Cons: difficult to find

good vendor, limited

scenarios

Cons: potential for

creeping scope, time

and cost

Cons: requires skills,

experience, time and

resources

Build Rent

Costly Affordable

Time-consuming (8-10 months) 4-5 weeks - customize/implement

Requires multi-competencies /

skills

No additional competencies

Requires cross-functional

resources / power

Minimal resources are required

Project-creep (scope, time, cost) No creep (customizable package)

Unpredictable outcome (risk) Risk free solution

D:/ICE/Videos Promo/ICE for BCM_HD.mp4

Simulations are available in the market

Vendor selection is critical

Some “simulations” are nothing more than enhanced table-tops

Remember the features of a good simulation

Ask for a demonstration of their product

Tried-and-true product

Thank you!

Edward Manukian

President / CEO, CoDimensions Inc.

1 Yonge Street, suite 1801

Toronto, Ontario M5E 1W7

Direct Line: 647-270-2570

emanukian@codimensions.com

For more information visit our web

site: www.codimensions.com

Or email: info@codimensions.com