02 — Capability · BC-830
Business Continuity & Crisis
Keep the operations that matter running, or bring them back fast, when a site, a system, a supplier or a region fails, and lead the organization through the event with one voice.
- Business Continuity Management
- BCM
- Crisis Management
- Resilience
In scope
- Business impact analysis and recovery priorities
- Continuity plans for sites, processes, people and suppliers
- Crisis leadership, communication and emergency response coordination
- Exercises, testing and the lessons they produce
Out of scope
- Technology disaster recovery execution itself (see BC-730)
- Enterprise risk framework and appetite (see BC-130)
- Cyber incident response (see BC-760)
Realized by · 0
- No product in the catalog yet.
Used in · 0
- Not yet placed on a value stream.
Build it · 1
- book Chaos Engineering via BC-830.50
Decomposes into · 5
- BC-830.10Business Impact AnalysisWork out which processes the organization cannot do without, how long each can be down and what it depends on, so recovery effort goes where the damage would be.
- BC-830.20Continuity PlanningWrite down, in advance, how each critical process keeps going when its normal site, system, staff or supplier is gone, and keep those plans current as the business changes.
- BC-830.30Emergency ResponseProtect life and contain the event in the first minutes and hours — evacuate, account for people, notify and hand over to the responders who need to take control.
- BC-830.40Crisis ManagementGive leadership one place to decide and one voice to speak when an event outgrows normal management, from activation through stand-down.
- BC-830.50Exercising & Continuous ImprovementFind out whether the plans work before an event does, and feed what the exercises and real events teach back into the plans.