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kpmg KPMG LLP Risk and Advisory Services Business Continuity Management
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KPMG LLPRisk and Advisory Services
Business Continuity Management
Terrific Table-Top Tips for a Crisis Management Exercise
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Welcome to Today’s Meeting Our Objectives Today . . .
Your Tips and Best Practices:
ParticipantsSuppliesLogisticsScenarioConducting the ExercisePost Exercise
Sample Task List
Demo
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Relation of Planning & Execution
“Normal” TimelineUnplanned Event
(something bad happens)
Crisis Management Plans
Disaster Recovery Plans
Business Continuity Plans
CM Plans “trigger” Disaster Recovery Plans and
Business Continuity Plans
BC Plans continue until
“normal” operations resumed
DR and CM Plans “stop” upon successful completion
© 2004 KPMG LLP, the U.S. member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in the U.S.A.3470maric 5
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Sample Task List:
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Interactive Mock . . . For Practitioners by PractitionersSimplistic Exercise:
Learning Tool
Interaction is the Key
BC versus DR
Legend Symbols
Action
Information
Incoming Call
Time Out
Ready?
IA
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Scenario INews FlashApril 28, Wednesday, 7:45 a.m.
The local TV stations and newspapers have reported concerns about a large number of sinkholes which have developed during the past week, especially near the airport, due to numerous days of heavy rain.
8:05 a.m.
Upon hearing this news, as a precaution, the Business Continuity Manager alerts the Crisis Management Team Leader.
8:45 a.m.
The Team Leader requests a Crisis Management Team meeting for 9:30 a.m.
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Scenario (continued)
8:46 a.m. [The Airport Campus Facility Manager calls the CM Team Leader.]
A
• At 8:35 a.m., a portion of the ground, about 30’ wide x 40’ deep, gave way just inside the entrance to the campus.
• Three cars, a van, and a truck were on the road at the time of the collapse.
• Presumably employees and a delivery vendor
• Emergency personnel have arrived and are trying to access the sinkhole.
• Able to hear someone yelling and a child crying
• National Bring Your Child to Work Day
© 2004 KPMG LLP, the U.S. member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in the U.S.A.3470maric 9
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Scenario (continued)
A8:55 a.m. [Facility Manager calls the Crisis Management Team Leader]
• The fire department assessed that the sinkhole is getting larger and that other large sinkholes are developing in the area at a fast rate.
• They have determined that 12 people are in the sink hole. • Still do not know their identities.• The van was the ‘Car Pool Van’ from Mecklenburg County. Not sure if
it was leaving or arriving. • The car is a red Corvette.
• Employees are not able to get in or out of the facility with their vehicles.
• Numerous media trucks and helicopters are arriving.
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Scenario (continued)
A9:00 a.m. - Status• The 8:30 a.m. daily shipments did not leave the facility.
• Unable to contact the plant manager.• Drives a red corvette . . .
• Family members are clogging the company PBX.• Many are unable to contact their relatives (employees).
9:20 a.m.• Battalion Chief Mark Sparks has requested the campus be evacuated for an
indefinite period of time.
© 2004 KPMG LLP, the U.S. member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in the U.S.A.3470maric 11
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Lessons Learned
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© 2004 KPMG LLP, the U.S. member firm of KPMG International, a Swiss cooperative. All rights reserved. Printed in the U.S.A.3470maric 12
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This document was prepared by:
KPMG LLP
Risk Advisory ServicesRobbie Atabaigi, CBCP
Senior Associate – Atlanta – BCM [email protected] – (404) 222-3257
Jeff Dato, MBCPSenior Manager – Atlanta – BCM Services
[email protected] – (404) 222-7378
Martin Myers, MS, MBCPSenior Manager – Richmond – BCM Services
[email protected] - (804) 782-4237
