The necessary ones make the site work. The others measure which pages help and which ads bring the people who need DM11. Your choice, and you can revisit it from the footer.
Business continuity
From a plan on paper to a company that knows what to do when things stop.
We take the processes that cannot stop and define how each one gets back up and running. Recovery strategies are chosen with the alternatives and costs on the table, then turned into two documents, the business continuity plan and the disaster recovery plan, written to be followed under pressure, with steps and phone numbers.
How far to go is your call: stop at the plans and handle maintenance with your own team, build the full management system aligned with ISO 22301, with policy, defined roles, training, and a testing calendar, or contract ongoing operation, where we keep everything current, run the tests, and bring the results to your committee.
On your side, we need the BIA results, or to run the BIA first when there is none, plus access to the people who execute each critical process and to the technical team that will operate the recovery. In the end, the plans exist, have owners, and the people who will use them know it. In the options that include an exercise, the plans have already been put to the test once before the day they need to hold.
If the goal is ISO 22301 certification, the full management system is the path that supports the audit. We prepare and advise; certification is always issued by the independent body.
The stages and deliverables below describe the Full management system modality. The other modalities appear when you request the proposal.
Scope definition
We agree in writing what is in and what is out, and why. A badly defined scope is the most common cause of a project running over.
Gap assessment
We compare what exists today with what the reference requires, item by item, and classify each gap by risk and by effort to fix. The result comes out in order of attack: what to do first and why, instead of an inventory of everything that is wrong.
Recovery strategies
We define how each critical process gets back to work and at what cost, with the alternatives on the table before the choice.
Writing the plans
We write the plans in the format someone will use on the worst day of the year: direct, with steps and phone numbers.
Implementation
We stand the controls up together with your team, write down what needs to exist on paper and train the people who will operate them. Nothing counts as implemented until it works in practice and someone on your side can sustain it.
Exercise
We put people in the situation and run it. What fails here is what would have failed for real.
Usually comes together with
Not a bundle, and it changes nothing you have already chosen. It is what tends to come up next, in the experience of companies that have been through this.