APPENDIX D
The Business Continuity Team

Once continuity strategies are developed, people are needed to enact and carry out the procedures that are detailed in the plan documents. A predefined business continuity team’s purpose is to manage resources with a goal of continuing or resuming operations following a disaster. People and their skills, equipment, supplies, physical space, information, financial resources, and supply chain links must be coordinated and focused on the goals and objectives of the business continuity plan.

To quote the late W. Alton Jones, the oil executive responsible for completing oil pipelines from Texas to the East Coast, “The man who gets the most satisfactory results is not always the man with the most brilliant single mind, but rather the man who can best coordinate the brains and talents of his associates.” Someone must manage and coordinate the efforts of those responsible for carrying out the business continuity plan. For each of the organization’s continuity teams, the team leader is responsible for directing team members and communicating and coordinating with other teams.

In organizations with a business continuity coordinator and program, it is likely that the continuity team organization and the reporting structure have been established. If a supply chain continuity team or teams are being added to the continuity organization, the existing structure is used with adjustments to accommodate supply chain–specific continuity requirements.

Team Models

The size and complexity of the business, its product or service, and whether it is a corporation, a not-for-profit organization, or a government agency are among the deciding factors when determining the most suitable continuity team structure. Just as there is no one-size-fits-all business continuity plan, no one team structure is best for every organization. Consider these five team models that are based on actual business continuity teams. With some tailoring, one of them, or a combination of two or more of them, may be the continuity structure that is best suited to meet the needs of your organization.

After reviewing the models, decide which model, adjusted model, or combination of models is the best fit for your organization and its business continuity strategies. If you currently have a team structure in place, you will likely find that one of these models is the same or similar to your organization’s continuity team configuration.

Model 1: Functional Units Team Model

The functional units team model (shown in Figure D-1) loosely reflects the company’s organization chart with a team representing each department or major business unit. Team leads report to the organization’s business continuity manager, who reports to the corporate continuity team or executive group.

FIGURE D-1.
FUNCTIONAL UNITS TEAM MODEL.

Model 2: Alternate Functional Units Team Model

In this model (shown in Figure D-2), business units are grouped by category such as administration, facilities, supply chain, technical services, financial, and operations, with a representative of each group of departments serving as the team lead. In the example shown in Figure D-2, team leads report to the business continuity manager who, in turn, reports to the corporate business continuity team.

Model 3: Incident Command System (ICS) Model

First used by the fire service, the Incident Command System (ICS) is endorsed by the Federal Emergency Management Agency (FEMA) and has become the standard for emergency management across the United States. It is used by emergency management organizations, lifeline organizations, and government agencies at all levels in Continuity of Operation (COOP) plans (the term used by government agencies to fulfill the requirement that all agencies have in place a viable capability that ensures the performance of their essential functions during any emergency or situation that may disrupt normal operations) and others that coordinate with public agencies at the time of a disaster. ICS is also being adopted by some businesses.

When multiple entities are jointly involved in managing a disaster, having the same organizational structure facilitates more effective command, control, coordination, and communication. In Figure D-3, note the four sections—operations, planning, logistics, and finance—as well as the support positions: liaison, public information officer (PIO), and safety officer. These are the standard functions in an ICS organization.

FIGURE D-2.
ALTERNATE FUNCTIONAL UNITS TEAM MODEL.

FIGURE D-3.
INCIDENT COMMAND SYSTEM (ICS) MODEL.

Model 4: Technical Teams Model

This model (shown in Figure D-4) is most often used for disaster recovery teams and by companies whose business is technology-driven. Each team has a team leader who reports to the business continuity manager or disaster recovery manager.

Model 5: Corporate Business Continuity Team Model

This model (shown in Figure D-5) is primarily used by very large corporations and organizations that have an enterprise-wide business continuity program. Each business unit or department has a department business continuity team. One of the teams is the IT department’s disaster recovery team. There is a full-time business continuity planning manager and a corporate business continuity team coordinator, as well as a position whose sole responsibility is to be the liaison between the business continuity team coordinator and the executive group. The leader of each of the teams—such as operations, facilities, and finance—reports to the corporate business continuity team coordinator. Based on the organization, other business unit teams might include human resources, communications, regulatory and legal, or information security. The business continuity planning manager acts as an observer to identify needed improvements and is available to advise and assist the corporate business continuity team coordinator.

FIGURE D-4.
TECHNICAL TEAMS MODEL.

FIGURE D-5.
CORPORATE BUSINESS CONTINUITY TEAM MODEL.

Assigning Roles and Responsibilities

Regardless of the continuity team structure, one primary person and two backups should be assigned to each position on the team. This helps eliminate the possibility of unfilled positions when the primary person assigned to a position is unavailable for any reason and makes it possible for team members to work in shifts when the continuity effort must operate on a 24/7 basis.

Business continuity team members may or may not be the same people who served as members of the business continuity planning group. Make certain that those individuals who make up the continuity team have the necessary knowledge, skills, and experience necessary to manage the disaster and carry out the plan. Equally important is that they be given the authority, responsibility, and tools necessary for them to succeed.

There are several things to take into account when appointing team members. Team members must understand the organization and how it functions to be able to restore it following a disaster. Assets and capabilities that make effective team leaders include decisiveness, willingness to delegate, the ability to see the big picture, and having credibility with management and team members. Beyond functional skill sets, individuals who are creative, flexible, reasonable risk takers, can remain calm in challenging situations, and are people-oriented make excellent business continuity team members. Two other traits that are invaluable for all team members are a sense of humor and common sense.

Business Continuity Center

Teams require a location from which to manage the continuity effort. When the usual work location is habitable, accessible, and has infrastructure support, the team will likely use a conference room or other large space in the building as its business continuity center.

If the primary work location is not habitable or accessible, the team must operate from a pre-identified alternate location such as a leased workspace center, another company facility, or perhaps a business partner’s facility. Organizations have even located business continuity centers in hotel meeting rooms and conference centers. Just as with team staffing, best practices call for having one primary location and two backup locations. Wherever the business continuity center is located, coordinate with the security department to ensure that necessary security measures are in place and that access is controlled.

The business continuity center must be properly equipped with copies of the plan, checklists, logs, forms, whiteboards to track progress, and perhaps blueprints, operating manuals, or maps. Communications equipment and computers are necessary. A radio and television are helpful in monitoring media reports about natural disasters or a disaster that is specific to the organization and gains media attention. Current phone directories are a valuable resource for locating needed supplies, equipment, or services.