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Aperture: Capability and Constraint Model of Recoverability

An integrated framework for business continuity planning

David Lindstedt

on 14 October 2018

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Transcript of Aperture: Capability and Constraint Model of Recoverability

An integrated framework for business continuity planning by David Lindstedt, PhD
The Capability and Constraint Model of Recoverability

Current Business Continuity? A mere collection of parts
Business Impact Analysis (BIA)
Risk Assessment
Executive Support
Exercise and Testing
We need an integrated model
More than disparate activities in a program
More than simple deliverables
More than plan, do, check, act
How do we judge?
Why these particular parts?
How is each part performing?
Could we replace old parts?
A holistic framework
Caution: Some distinctions
Answers the Question:
WHAT is the range of IMPACTS for which we are planning?
Setting the Scope
Recoverability: The ability to recover services, individually and/or holistically, following a physical and/or staffing loss.
Life Safety
Crisis Management
Risk Management
IT Disaster Recovery
Unexpected loss of:
People: 26% - 51%
Things: 25% - 90%
Locations: 10% - 100%
(all percentages are examples)
Speculative Loss = Ranges for planning purposes
Actual Loss = Result of specific disaster
Caution: Some distinctions
Answers the Question:
WHAT is the range of OPTIONS we expect to have [following a disaster]?
Reduced Restrictions:
(Scope is an inverse restriction)
Restrictions = Ranges of post-disaster latitude
Program restrictions = Ranges for the operations of your BC program
Additional time (more than standard operations)
Additional money (more than standard budget)
Reduced scope (fewer functions than standard operations)
Project Management
Too little or too much = Don't bother planning
Mix and match strategies at time of disaster
Many deeply entrenched problems with time...
False security of tabletop exercises and stand-alone tests
Impossible predictions of future impact
Inability to keep pace with continuous changes
Inaccurate mapping of interdependencies
Inflated criticality of departments and services
Protracted amount of time it takes to decide on and document time targets
Wasted emotional capital wrangling with participants
Eliminate time targets
Allow a new focus on scope and cost
Eliminate the risk assessment
Eliminate the BIA
Measure every step of continuity planning (metrics)
Evaluate new procedures
Found a discipline
Establish a profession
...but that's a topic for a book.
Model copyright David Lindstedt 2016
Quick Note:
Feel free to share this presentation and use the model in your organization.
Model copyright David Lindstedt 2016
What is the Job of the BC Practitioner?
Set the Aperture (constraints)

!! Continuously improve capabilities for recoverability !!

Measure progress and make refinements

(Not necessarily in this order)
Everything is Measurable!
Preparedness: (R + P + C) / 3
Recoverability: R x P x C
Manufacturing Example (exaggerated)
Preparedness: (0% + 100% + 100%) / 3 = 66%
Recoverability: 0% x 100% x 100% = 0%!
How about a full example?
Bill Jackson, General Manager, G.S. Hotel
People: 33% - 66%
Resources: 20% - 40%
Locations: 15% - 75%
Answers the Question:
To what DEGREE are we prepared to recover from disaster?
(learn more at readinessanalytics.com)
(DRII Professional Practices)
Traditional BCP is Stagnant and Outdated.
We have failed to evolve
We lack a cohesive methodology
We have no meaningful metrics
An Alternative:

"Adaptive Business Continuity Manifesto"

Anticipated Loss Ranges
Initial Capabilities Assessment
Very Limited Post-Disaster Funds
Significant improvements, rapid delivery
FaceBook: February 4, 2004
Twitter: March 21, 2006
iPad: April 3, 2010
All planning takes place within the aperture of anticipated loss and restrictions

All recovery takes place within the aperture of actual loss and restrictions
PMI's Project Management Body of Knowledge
2004: 390 pages
2013: 589 pages
34 pages
42 pages
Books in just the last three years:
• Creativity Inc.
• Decisive
• Drive
• Lean In
• Mindset
• Rise
• So Good They Can’t Ignore You
• Start with Why
• The Founder’s Dilemmas
• The Lean Startup
• The Seven Decisions
• Thinking Fast and Slow
• To Sell is Human
• Zero to One

(But our model may inform them eventually...)
1) Potential loss is a major driver of our efforts
2) Most agree on an "all hazzards approach"
Question to to planning participants:

When does service X have to be up and running after a disaster?
Answer: It depends...
contracts and legal considerations
estimated time to market or time to launch for in-flight projects and initiatives
influences from the board of directors, stakeholders, shareholders, customers, competitors, and the market
leadership and management priorities
liquidity, capital, and revenue streams
profit, perception, promotion, and bonuses
regulations and compliance requirements from federal, state, local, and other regulator and accrediting bodies
the current business model, strategic goals, culture, vision
the post-disaster status of other organizations affected by the same disaster
the post-disaster status of other processes, functions, systems, and services
the time of year, week, or day
or simply who happens to be in charge of recovery operations and who is in the war room at any given hour...

The professional's challenge: Disentangle time from business continuity
(But that doesn't fit in an Excel cell, does it?)
The constraints of Loss and Restriction set the bounds for everything we will do to plan for and recover from disaster.
(Let that sink in...)
We didn't:
Do a BIA
Do a Risk Assessment
Press our agenda
Set time targets
We did:
Obtained "surgical" buy-in
Established a baseline
Measured progress
Made it simple for participants
Delivered value fast and often

Improved capabilities!
For more information:
Thank You!
...and a little thing called
It all suggests an alternative to
traditional continuity planning...
Our focus for today:
Aperture: Capability and Constraint Model of Recoverability
((Dr. Lindstedt talks briefly about the Manifesto))
Full transcript