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April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Emerging Issues Session B10
Integrating BCM and Development Life Cycles
Doug Weldon, FBCIVice President of Product & Infrastructure Risk Management, Thomson Reuters
President of the BCI‐USA Chapter
1
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Presentation Outline
• What is a life cycle process?
• Is the BCM management system a life cycle process?
• Where are we today?
• Where should we be going?
• How does this potentially change BCM as a life cycle process?
• What are the benefits? Potential risks?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
What is a Development Life Cycle
• The structured methodology for managing the full life cycle of a product, business process, or IT system from initial concept through end‐of‐life.
• Example: The Systems development life cycle (SDLC), or Software development life cycle in systems engineering, information systems and software engineering, is a process of creating or altering information systems, and the models and methodologies that people use to develop these systems.*
* Wikipedia
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Example of SDLC Life Cycle*
* Wikipedia
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Most Famous Life Cycle
• CMMI* (Capability Maturity Model Integration) is a process improvement approach that provides organizations with the essential elements of effective processes, which will improve their performance.
• Applicable to more than software projects (acquisitions, services performance, etc.)
• Certified levels of performance (1‐5)
* Software Engineering Institute of Carnegie Mellon University
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Another Very Important Life Cycle
• RMM* (Resiliency Management Model) is a process improvement approach that provides organizations with the essential elements of effective operational risk management, which will improve their resiliency.
• Resiliency in this model is inclusive of Security, Business/Service Continuity, and Operations Management (based on ISO 27000, BS2599, ITIL)
• Certified levels of performance (1‐4)
* Software Engineering Institute of Carnegie Mellon University – cert.org
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
General Benefits of Life Cycle Processes*
• Decreased Costs
• Improved On‐time Delivery
• Improved Productivity
• Improved Quality
• Improved Customer Satisfaction
• Improved Return on Investment
• Improvement/Maturity Measures
* www.sei.cmu.edu
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
BCM Program Life Cycle Process*
* ISO 22313 Draft for Comment
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Applicable Life Cycles
• Requirements standards (e.g., BS25999‐2 or ISO22301) provide specifications for audits for certifying a company’s BCMS
• ISO 9001 drives the continuous improvement of the BCMS, as with all ISO life cycles (PDCA)
• Practices (e.g., BS2599‐1 or ISO22313) standards describe BCM best practices that describe the process that drives the specific BCM life cycle.
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Where Are We Today?• Nominal Case:– Established BCM program– Process for establishing capabilities– Many capabilities established and maintained– Build BCM solutions after product/process/system is implemented
• Better Case:– Compliant or even certified program– Capabilities built and maintained to best practices– But are they the highest quality/lowest cost?
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Where should we be going?
• Best Case:– Demonstrate compliance with best practices– Anchor on identified stakeholder requirements (non‐functional requirements as important as functional requirements)
– Design optimal (cost vs. risk) solutions based on requirements
– Regularly validate compliance with (changing) requirements, perform needed corrective actions, report results, and audit findings
– Build BCM solutions as products, processes, or systems are built!
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
How do we do that?
• The key is always the best possible identification of requirements
• A focused discipline on compliance with the BCM life cycle process drives and continuously improves quality
• And this strongly suggests that the BCM and product/process/system life cycle processes should be integrated!
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Focus on Identifying and Validating Requirements
• Types of Requirements:
→ Functional Requirements of the Product/Proposition –What the product does for the customer; i.e., types of transactions the customers execute and what kinds of content result.
→ Non‐functional Requirements of the Product/Proposition – How the product delivers the functionality in terms of performance, security, recoverability, availability, reliability, and other risk related factors.
C(1)Customers
Products
Processes, Systems,Infrastructures
Suppliers
C(2) C(3)
P(1) P(2) P(3) P(4) P(5) P(6)
I(1) I(2) I(3) I(4)
S(1) S(2) S(3) S(4) S(5)
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Timeline for Identifying BCM Requirements
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Product/Process/System Life Cycle
Business Proposal Business Case Define/Design Develop Implement Operate &Maintain
Retire/Reengineer
CONCEPTION APPROVAL
PROCESS OF CONTINUOUS IMPROVEMENT
CONFIRMATION READY TO DEPLOY READY FORPRODUCTION
MEET ROI
READY FOR SUNSET
SUNSET
Plan Do Check
Act
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
What Does it Mean to Integrate Life Cycles?
• Analyze each of the life cycle process steps to establish the feasibility of integration
• Establish correspondence between life cycle process steps
• Rationalize the steps to ensure that the steps produce analogous, value adding deliverables
• Interleave the activities of the corresponding process steps into a uniform activity set.
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
BCM Planning and SDLCSystem Development Life Cycle (SDLC)1.Initiation
2.Development/Acquisition
3.Implementation
4.Operation and Maintenance (Test)
5.Disposal
SDLC
Phase 1:Initiation
Phase 2:Development/Acquisition
Phase 5:Disposal
Phase 3:Implementation
Phase 4:Operation/Maintenance
Initiation/Definition Design/Development Implementation Test Operations
Disposal
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Product/Process/System Life Cycle
Business Proposal Business Case Define/Design Develop Implement Operate &Maintain
Retire/Reengineer
CONCEPTION APPROVAL
PROCESS OF CONTINUOUS IMPROVEMENT
CONFIRMATION READY TO DEPLOY READY FORPRODUCTION
MEET ROI
READY FOR SUNSET
SUNSET
Understand theOrganization
BCMStrategy
BCMResponse
Test andMaintain
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
BCM Life Cycle Change Implications
• BCM life cycle integration into the product/process/system development life cycle of the enterprise potentially drives changes into the BCM process itself:–What is a risk assessment in this integrated view?
–What is a BIA in this integrated view?
– How is BCM strategy changed by integrated architectures?
–Many other potential implications.
April 16‐18, 2012 • Talking Stick Resort • Scottsdale, Arizona
Benefits and Risks• Benefits– BCM Program integrated into Corporate strategies– Attention to BCM at the right times in the life cycle– Greater assurance of optimal cost vs risk solutions– Getting requirements right the first time– Designs more truly fit for purpose– Better integration into the corporate culture
• Risks– Corporation’s development life cycle is undisciplined– BCM Program is under‐resourced to deliver.