The Importance of Information

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(No Transcript)
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The Importance of Information

• Wird auf der Betriebsbilanzaufstellung, es
  einen Zugang, der Informationen, für in den
  meisten Fällen die die Informationen liest,
  wertvoller als die Hardware irgendeinen Tag geben
  ist, die es besitzt
•  

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information in incident management for business
A framework for successful crisis and incident
management
Winners of the Cross-border, Cross-sector
Operational Risk Strategy of the Year 2004
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Exam Question...
Governance and Compliance is all well and good
but what happens when controls fail?
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The problem with BCP...
Plans for all their good intent will not of
themselves recover your business once (or if)
things go wrong. Only people can do that.
People - often under pressure making the
right decisions in the right order at the right
time.
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The Big Idea
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Anatomy of an Incident...
Trigger
Emergency Operations
Commercial Uncertainty
Normal Operations
The Decisive Act
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Early Effect - Theory
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Do Something
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Culture

• It is the individual, not the company, that
  is the key to success and the company that
  flourishes will be the one which gives
  individuals the room over their heads, freedom to
  be honest about what needs to be done, and
  participation in decision-making at whatever
  level. Risk needs to be encouraged, change
  welcomed, openness embraced.
• Source Based on an idea by Sir John Harvey-Jones

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Incident Management

• Incident Management demands an understanding
  of the interaction and co-ordination of different
  people with different responsibilities - probably
  operating under immense pressure of the key
  variables influencing information, human
  behaviour, process and infrastructure
  vulnerability, and of organizational decision
  making and internal politics.
• Adapted from an idea by Eric Greenburg, 2003.

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Incident Management
Incident Management isnt a product, a
feature, or anything that we can simply acquire
and then implement, confident that it will work
now and forever after. It is a highly complex,
organic process, one we must manage heuristically
and optimize an an ongoing process.
Incident management is a way of thinking it is
neither an absolute science nor purely a
technical subject.
Adapted from an idea by Eric Greenburg, 2003.
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The Aim of Incident Management
To ensure that at the operational level of
incident control your business capabilities
together with your functional components are
synchronised in time and space in order to (a)
optimise your response effort and (b) to achieve
your recovery AND strategic business objectives.
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IM Framework
Time Space Resources
Level of synchronisation by planning, command
and control
Time Space Resources
Level of co-operation co-ordination in
execution
Time Space Resources
Tasks as directed
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The Business Trend
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The IM Challenge
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IM Components
Process
People
The Essence?
Technology
Decisions Decision Making
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Theory into action...
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what is
a system for crisis and incident management and
planning a fusion of the effects based planning
and management systems used by modern western
military forces and the major incident framework
used by civil emergency services adapted for
public and commercial organisations
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crisis what crisis?
INCIDENT a temporary situation affecting part
of an organisation requiring special management
skills, processes and structures CRISIS an
incident that affects the whole of an
organisation DISASTER an incident or crisis
from which an organisation does not recover
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key concepts

• that the end state and mission must be directed
  at the most senior level possible
• that the incident must be managed in detail by a
  specified team with the requisite skills,
  structure and processes
• that the accurate and timely acquisition and
  analysis of information is essential
• that a mission is ultimately achieved with
  effects, that effects themselves are ends not
  means and require resources in a given place for
  a given period of time, and that there is more
  than one way to achieve an effect
• that effects must be constantly analysed and
  rehearsed to test their validity and to
  synchronise the use of resources
• that once the plan is decided clear and
  unambiguous direction must be given, and the plan
  must be constantly monitored against the
  situation and amended when required

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anatomy of an incident
we-shift-it plc
international air logistics
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Manchester 20 Oct 04 Midnight

• Corporate Effects or Consequences
• Premises Denial
• Power Loss
• Communications Networks Loss
• ICT Systems Loss
• Digital Records Loss
• Information Loss
• Unavailability of Key Staff
• Supply Chain Failures
• The Pace of Change
• Corporate Reputation
• etc

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London 21 Oct 0030 hrs
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Gatwick 21 Oct 0200 hrs
Ken SmithChief ExecutiveGOLD Commander
First meeting of GOLD team confirm GOLD
teamconfirm incidentconfirmation of SILVER
team(consult stakeholders)assess situationset
end-stateset mission statementidentify
specified effects direct SILVER commander- end
state- mission statement- specified
effects Planning 1 level down thinking 2 levels up
James BrownFinancial DirectorGOLD Advisor
Sue GreenHR DirectorGOLD Advisor
Mike BlackPension FundGOLD Advisor
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Birmingham 21 Oct 0200 hrs
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the CRISIS functions
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the SILVER team
commander
reputation operations
sustainment operations
information operations
impact operations
support operations
core functions control sense act resource
protect sustain Planning 1 level down thinking
2 levels up
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the 7Q planning process
Q1 What is happening, and why? Q2 What effects do
we want to achieve, and why? Q3 What direction
must be given now to invoke or develop the plan?
Q4 Where can each effect best take
place? Q5 What resources are required to achieve
each effect? Q6 How do the effects and resources
synchronise with each other? Q7 What direction
must be given now to implement the plan?
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the information cycle
Passive collection (surveillance)
Info
Decisions
Identify acquire sources
Analyse
Active collection (eyes on)
Identify new critical information requirements
Tony FisherInformation Operations
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Q1 what is happening, and why?
What do I know? What do I think I know? What
do I not know?
Tony FisherInformation Operations
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Q2 what effects do we want to achieve,and why?
End Statefinite
Mission Analysisspecified effectsimplied
effectsconstraintspriorities
ownershareholdersother stakeholdersgroup/head
office
from STEP analysis
Mission Statementwhat effect you wish to
achieve, on what, by when, and why
timegeographyresourceslegaltechnical
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impact operations
Those operations that need to be undertaken in
the immediate aftermath of the incident, to
minimise impact, prevent further incident, deal
with affected staff, customers, suppliers etc,
liaise with emergency services, local authorities
etc, in effect all operations connected with
responding to and coping with the situation but
not the continuity of the affected business
operations
Dave CarterImpact Operations
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sustainment operations
those operations that are required to be
conducted to re-establish the affected business
operations as quickly as possible, initially on a
temporary basis, and subsequently on an enduring
basis.
Claire BoothSustainment Operations
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reputation operations
the public face of the organisation throughout
the incident, conducting activities which will
ensure that the organisation appears to have
dealt successfully and sensitively with all
aspects of the incident in the eyes of the
public, media, staff, customers, suppliers and
other stakeholders. Not what you do, but how does
it look. perception is reality. safeguarding
your reputation.
Jenny WoodReputation Operations
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Q3 what direction must be given now to develop
the plan?
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DEVELOPING THE PLAN Q4 Where can each effect best
take place? Q5 What resources are required to
achieve each effect? Q6 How do the effects and
resources synchronise with each other?
WHERE
COA 2
COA 1
WHAT WITH
WHEN
COA 3
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support operations

• once the operations team start to identify
  resources required, support operations
  responsibility is to find, obtain or procure,
  track, and account for the resources, initially
  from a pre incident shortlist, subsequently
  expanding as the incident progresses. The key
  resources are
• personnel- equipment- infrastructure-
  consumables- finance

Ed YoungSupport Operations
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synchronisation matrix
synchronise time resource effect
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mission rehearsal
Exercising / rehearsal board
Social
Staff
Technical
Equipment
Economic
impact ops
support ops
Environmental
sustainment ops
players
opfor
Material
Political
Legal
Finance
Industrial
Infrastructure
Commercial
controllers observers umpires
visitors
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Q7 What direction must be given now to implement
the plan?
missionsituationexecutionsupport
opscontinuity ops
situation- social- technical- economic-
environmental- political- legal- industrial-
commercial
execution- concept of ops effects map
synchronisation matrix main effort end
state- subordinate missions- control measures
support ops- staff- equipment- materials-
finance- infrastructure
constraints, timings, synchronisation, decision
points, executive authority, geography, limits of
exploitation, effect success and fail criteria,
financial limits, work life balance, mission
analysis reviews, internal communications and
reports, structural organisation, subordinates
freedom of manoeuvre.
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7Q services

• SILVER team selection
• GOLD and SILVER team training workshops
• exercise JIGSAW incident rehearsals

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questions?