Testing and Exercising

Ian Pidgen
Director, Kingswell International

Singapore London Australia

3 International Business Park 60 Lombard Street 530 Little Collins Street, Level 1
Tel: +65 6899 5030 Tel: +44 (0)20 7129 1222 Tel: +61 3 9909 7310
admissions@claridenglobal.com

Do not copy or redistribute without written consent of Clariden Global and faculty
 Auditing your Plan
• Is there an understanding of the corporate Crisis Management
Plans

• Are Crisis Management responsibilities clear?

• Is Crisis Management included in statements and notions of

corporate governance?

• Is Crisis Management included in strategic planning processes?

• Is the Crisis Management capability supported by a dedicated

budget?

• Is there a crisis/emergency procedures policy/manual.

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 Check
• Is the plan kept up to-date. Version Control (quarterly)

• Are there designated crisis/emergency teams?

• Has their response been tested?

• Is the CMT room well equipped and tested?

• Are there direct numbers for the CMT?

• Are there dedicated phone numbers for your key partners?

• Are key executives media trained?

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 Areas to be tested
• Quick Reference

• Plan Activation and Notification

• HR and Welfare issues

• Media Management & Internal Communication

• Technical and Operational Plans

• Alternate Sites and Services

• Off-Site Storage Procedures

• IT / Communications Disaster Recovery

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 Planning the Test
• Define a Testing Strategy

• Create a Test Schedule

• Selection of a Test method

• Define Test Objectives

• Make it realistic

• Post Test Report

• Feedback & Monitor Follow-up

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 The Benefits of Exercises
• Tests capability and effectiveness of plans

• Tests logistical, admin, procedural systems

• Validates technology and telecoms recovery

• Challenges assumptions

• Raises awareness, provides confidence

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 Approach
• ANALYSE OPERATIONAL ISSUES

• STRUCTURED APPROACH

• Set realistic objectives

• Do not risk the organization

• Be practical and cost-effective

• Be appropriate to the organization

• Ensure confidence in the plan

• CONSIDER EXTERNAL UMPIRE / FACILITATOR

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 Enhancements
• Make it realistic as possible.

• Make it relevant to the participants.

• Video Feeds

• Photographs

• Maps

• New items, Build up

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 Conduct & Manage Test
– STICK TO THE SCRIPT

– PROVIDE UMPIRES

– INCLUDE EACH AREA OF THE BUSINESS

– CONTROL THE TIMING OF EVENTS

– INTRODUCE NEW FACTORS

– BE REACTIVE

– STOP IF NECESSARY

– DO NOT MAKE IT A NO WIN SITUATION

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 Exercise Debrief
• WHAT WENT RIGHT

• WHAT WENT WRONG

• WHAT DID WE LEARN

• WHAT ASSUMPTIONS WERE WRONG

• WHAT DID WE FAIL TO COVER

• WHAT NEEDS AMENDING

– Changes to the Plan
– Changes to CM organization / personnel
– Changes to procedures
– Action plan / timescale

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 Post Test Reporting
• SUMMARY OF EVENTS

• DEBRIEF AND COMMENTS OF PARTICIPANTS

• UMPIRES REPORTS

• VALIDATE ASSUMPTIONS

• IDENTIFY MISTAKES & OMISSIONS

• MAKE RECOMMENDATIONS
• Changes to the Crisis Management Plan
• Changes to CM organization / personnel
• Changes to procedures
• Action plan / timescale

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 Feedback & Monitor Action Plans

• CONFIDENTIALITY

• UPDATE DOCUMENTATION

• FOLLOW UP ACTIONS

• ESTABLISH TIMESCALES

• MONITOR NEW PLAN DETAILS

• SCHEDULE FURTHER TESTS

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 NO PLAN TEST IS A FAILURE

EXCEPT

THE PLAN WE FAILED TO TEST!

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Developing a Crisis Management
Exercise

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