How do you measure and report on the effectiveness and efficiency of your business continuity processes?

As a business continuity expert, it's important to align objectives with organizational goals and stakeholder expectations. SMART metrics should be used to measure effectiveness (e.g., % of critical functions recovered within RTO) and efficiency (e.g., cost per incident response). Continuous improvement should be integrated into the process, ensuring objectives and metrics are regularly reviewed and updated. This approach enables informed decision-making, effective resource allocation, and demonstrates the value of the business continuity program to stakeholders.

I have defined full cycle for this: what will be measured-who will measure it-how will the measurement be taken-when and how many times will the measurement be taken-who will analyse the collected data-what reports will be produced by whom-who will receive these reports-how will these reports be used.

As has already been said, testing and exercising are key. I always tell my clients, “if it’s not tested it doesn’t work”. The second thing, also raised already, is you must log and track resolution of issues and risks identified. These metrics should be regularly submitted to an appropriate governance committee.

To measure business continuity effectiveness, start by setting clear, achievable goals that align with your company's priorities. Choose specific metrics that show how well you're meeting these goals and using resources wisely. These metrics should cover both how successful your processes are (effectiveness) and how efficiently you're using resources. By defining what success looks like and how to track it, you create a roadmap for improving your business continuity efforts over time.

Objectives for your business continuity program should be directly aligned with your organization's overarching goals. They must identify the critical functions necessary for minimal operational functionality and prioritize recovery efforts based on these necessities. Establishing Metrics provide the means to measure the effectiveness of your business continuity strategies. They can be qualitative, such as stakeholder satisfaction, or quantitative, like the Recovery Time Objective (RTO) and Recovery Point Objective (RPO).

Testing and exercising should play a key role in metrics. Planning can look great on paper. It is only through testing and exercising that lacunae can be identified and corrected.

The most important aspect of reporting is to use the Steering Committee to determine what is important to THEM (vs. what we might think is important). As we build trust then we can begin to introduce additional metrics which they might not necessarily suggest.

Start by gathering feedback from employees, customers, and other stakeholders involved in or affected by business continuity plans. Surveys can capture both quantitative and qualitative data regarding the effectiveness of communication, incident management, and overall satisfaction with the response to disruptions. Documenting every incident, no matter how small, provides a wealth of data for analysis. This includes the nature of the incident, the response initiated, the time taken to recover, and any financial impact. These records are crucial for identifying areas of strength and weakness in your current plan.

To gauge your business continuity processes, regularly gather data from various sources like surveys, tests, and audits. Analyse this information using methods such as benchmarking or trend analysis to understand how well your processes are working. Do this routinely and after any major disruptions. This approach helps you spot patterns, identify areas for improvement, and make informed decisions to enhance your business continuity efforts over time.

Regardless of what metrics are agreed upon to report we must make sure that the Program can generate consistent metrics. Too many programs don't generate good and consistent metrics - then the reports are more subjective. Make sure the program can support the reporting!

Your BCMS Effectiveness Program will revolve around 'what did you commit to do vs what have you been able to achieve'. Please look at the BCM Implementation Lifecycle (called BCMS now in the GPG 7.0) and check plan/ commitment vs achievement against each point e.g. Program Plan, Policy, Manual, Objectives, Scope, Context, Interested Parties, BIAs, RAs, Strategies, Plans, Test Program Plan, Test Plans, Test Reports, Audit Plan, Audit Reports, Reviews, Management Reviews, Suggestions, Improvements, Self-Assessment, Certification etc. There is just one point that you won't plan for but still have a measurement for managing them effectively i.e. the Incidents.

After analysing your data, share the results clearly with stakeholders. Use simple language and visuals to highlight key findings, successes, and areas for improvement. Tailor your reports to different audiences - from senior management to operational staff. Ensure your communications are timely, accurate, and consistent. This approach keeps everyone informed and aligned on the effectiveness of your business continuity processes, facilitating better decision-making and continuous improvement.

A word of caution is that the 'lessons learnt' document should not become and remain as 'lessons recorded' document (as I have seen in most organisations while auditing their BCMS'). My definition is - a shortcoming can become a lesson learnt only when taken this full cycle - shortcoming identified-fix planned-fix put in place--review/ retest of the same condition-shortcoming not existence-record as lesson learnt, close, and communicate!

Agree with @Daman Dev Sood regarding lesson learnt documents turning out to be just another file safely stored away, never to be seen. It is useful to frame the document as 'lessons identified, and requiring actions'. This makes it just a starting point for future actions, not a full stop.

Proof of pudding is in its eating. Any claims to business continuity must be substantiated by its validation. Nothing less than full scale rehearsal/ exercise in full blown crisis situation should be the goal of any business continuity initiative, though it may start validation in parts initially to boost confidence. Short of this validation, the business continuity initiative should clearly publish the assumptions on which the business continuity will work. In other words, the measurement of business continuity initiative should be in terms of percentage points of full blown crisis rehearsal/ exercise.

After reporting results, focus on evaluating and improving your processes. Use the data to identify strengths, weaknesses, and opportunities. Gather input from stakeholders to refine your approach. Implement changes based on this feedback and update your objectives accordingly. This continuous improvement cycle helps you enhance your business continuity processes, demonstrating value to stakeholders and boosting your organisation's resilience against potential disruptions.

My dashboard will be a complex one (in appearance for sure) - but that means it would be highly detailed one - at least one parameter for each of the lifecycle stages, and little beyond that also. An example wrt Tests - how many tests were scheduled? how many of these were conducted? how many of these were conducted on time? How many of these passed/ failed? How many action items emereged? How many actions have been closed? how many action items are pending - for how long and for what reasons?

Algumas dicas gerais: - Realize testes periódicos de continuidade de negócios (Call Tree, DR-IT, Tabletops etc.), buscando a melhoria continua dos resultados; - Construa e gerencie KRIs (Key Risk Indicators) quantitativos e qualitativos em torno dos processos diretos e indiretos de continuidade de negócios, com metas e diretrizes claras; - Realize a auditoria dos controles de continuidade de negócios; - Comunique e compartilhe os resultados do programa para executivos e stakeholders;

One of the most important and initial steps is to review the data collected from previous reports, evaluations, and After Action Reports. This helps to determine where to focus your efforts and to how to assess if a process or procedure has been improved upon. Looking at how previous reports analyzed the data also helps in trying to compare the data sets year over year, i.e using similar metrics to compare "apples to apples".

When measuring business continuity effectiveness, remember that real-world experiences often provide valuable insights. Consider sharing case studies of how your processes performed during actual disruptions. This practical perspective can highlight strengths and reveal unexpected challenges. Also, don't underestimate the power of employee feedback - those on the front lines often have unique insights into process efficiency. Regularly incorporating these real-world lessons can significantly enhance your business continuity strategies.

Automation and Technology: Utilise automation and technology for efficient data management. External Benchmarking: Compare performance against industry standards. Lessons Learned: Foster a learning culture and incorporate insights into improvements. Training and Awareness: Ensure employees understand their roles and communicate results. Integration with Risk Management: Align business continuity with overall risk management. Regulatory Compliance: Stay updated and demonstrate compliance. Continuous adaptation and improvement are vital for effective business continuity.

I will always recommend to 'blow your trumpet' i.e. communicate. Communicate to all relevant interested parties -including in the external world like clients, shareholders, investors, regulators, general public!