Components 

  Duration : 4 hours session

Module Topic/Theme  Module 1: Managing Continuity: Rapid Development,

  Implementation, and Appraisal of the Business Continuity
Half-day a. To learn key elements that make up a BCP
Module Objectives  b. To understand how BCP is cascaded, interpreted,
(May repeat course and acted on by leaders at various levels of the
outcomes, but should organization
be specific enough for c. To understand the limits of the BCP and quickly
measurement)  appraise what aspects to retain, and what aspects to
improvise from

Lectures and/or Instructor’s Powerpoint Presentation (Interactive Lecture)

Multimedia 
(Instructor videos, slide Content:
shows with voiceovers, A. Business and/or Service Continuity: A Unique
audio-only lectures, Organizational Journey in a Grand Challenge Era
Web-based videos, B. Resilience and Continuity: Different or Same?
DVDs, podcasts, etc.)  C. Developing your Business Continuity: Key Elements
and Best Practices
D. Implementing Business Continuity: Communicating
and Acting on the Plan
E. Appraising Business Continuity: The Mileage of
Plans

Discussion Boards or 1. What is the first thing you do when your organization
Guide Questions experiences a crisis?
2. Are all BCPs created equal?
(Topic/prompts 3. What does a good BCP look like?
provided by instructor, 4. Are resilience and business continuity the same or
open topic, peer review, different concepts?
etc.)  5. Do all organizations assume the same function in a
crisis situation?
6. Are BCPs always followed?
7. When is an appropriate time to develop, implement,
and appraise your BCP?

Activities and/or Activity A: Breakout Session - Workshop

Assignments 
(Essays, problem sets, Each Learning Team is tasked to discuss the following from
labs, projects, etc.; the perspective of a specific industry/sector.
designate graded or
not)  A. Development: Risk and Threat Analysis (30 minutes)

 What are the vision and values of the

organization?
 What are the risks of the organization, and of
 these risks, which one do we prioritize?
o Prioritize the risk according to likelihood
and impact (and choose only one as
your reference for answering the
succeeding questions below)
 What are the system effects of the identified
risk to the organization?
o Internal Effects (e.g. human resource
capacity, financial capacity, operational
capacity)
o External effects (e.g. suppliers, service
providers, regulators,
clients/consumers)
 Identify which parts of your business are
essential and non-essential. How do these
affect your ability to continue your
business/service?
 Given the risk and threat analysis, what
scenarios are we likely to consider, and what
action are we likely to consider per scenario?
o In which scenario will you continue?
o In which scenario will you wait and
see?
o In which scenario will you stop?

B. Implementation: Communicating and Acting on the

Plan (30 minutes)

 After having identified your risk and threats as

well as your scenarios, how do you intend to
implement actionable items?
 How will it impact existing policy, processes,
structures, and culture in the organization?
 Who will lead and activate the plan?
 Will you build a new team or work with an
existing team? What roles relevant to your
industry/sector should comprise your crisis
team?
 What is your strategy for communicating the
plan to your stakeholders (internal and
external?)

C. Rapid Appraisal: The Mileage of Plans

 How do we intend to assess the effectiveness
of our plan?
 How do we iterate and integrate learnings
from our plan?
 What do we do if the plan does not work?
 Activity B: Facilitated Q&A and Industry Practice Sharing
(90 minutes)

1. How was your experience in the workshop?

2. Any best practice you want to share?
Assessments  In-class participation
(Progress monitors,
lesson quizzes,
midterms, finals, etc.) 
Resources or
References  Recommended:

Alicke, K., Azcue, X. and Barribal, E., 2020. Supply Chain

Recovery In Coronavirus Times - Plan For Now And The
Future. [online] McKinsey and Company. Available at:
<https://www.mckinsey.com/business-
functions/operations/our-insights/supply-chain-recovery-in-
coronavirus-times-plan-for-now-and-the-future> [Accessed
1 March 2020].

Dynes, R. R., & Quarantelli, E. L. (1977). Different types of

organizations in disaster responses and their operational
problems.

Morwood, G. (1998). Business continuity: awareness and

training programmes. Information management & computer
security.

Starr, R., Newfrock, J., & Delurey, M. (2003). Enterprise

resilience: managing risk in the networked
economy. Strategy and Business, 30, 70-79.

Weick, K. E. (1993). The collapse of sensemaking in

organizations: The Mann Gulch disaster. Administrative
science quarterly, 628-652.

Weick, K. E., Sutcliffe, K. M., & Obstfeld, D. (2005).

Organizing and the process of sensemaking. Organization
science, 16(4), 409-421.