Applying Iterative Project Management Techniques to Business Continuity

2. Applying Iterative Project Management Techniques to Business Continuity How to execute your projects and program in manageable installments while delivering value throughout.

3. Applying Iterative Project Management Techniques to Business Continuity Do your business continuity projects seem to drag on forever? Are you constantly changing course in the middle of long projects? Are your projects perceived as taking too long to deliver value? Do you have trouble gaining buy in for your projects?

4. Applying Iterative Project Management Techniques to Business Continuity • Iterative versus Incremental • Iteration (Iterative) - a procedure in which repetition of a sequence of operations yields results successively closer to a desired result (crawl, walk, run) • Increment (Incremental) - one of a series of regular consecutive additions; a minute increase in quantity (new)

5. Applying Iterative Project Management Techniques to Business Continuity • Iterative versus Incremental • Iterations are often based on incremental changes New version of: • BC plans which adds human continuity elements • BIA which adds definitions of functions / processes • Crisis communication plans which adds scenario based media templates

6. Applying Iterative Project Management Techniques to Business Continuity • Iterative versus Incremental • Sometimes iterations don’t include incremental changes New version of: • Risk assessment where percent probability and dollars replace Low, Medium, High • Business continuity plans with reciprocal arrangements among departments / divisions / locations for human continuity (versus reprioritization of work within affected unit)

7. Applying Iterative Project Management Techniques to Business Continuity • The perfection trap (waterfall projects) • Delivering value is dependent on the completion of the project (value is likely to be time sensitive) • Underlying technology, needs, risks, business processes, tools used, etc… are in a constant state of change, changing your target • When perfection is the goal, the underlying change causes work to start over, delaying delivery of value

8. Applying Iterative Project Management Techniques to Business Continuity • Driving success using the concepts of: • Greatest need • Greatest risk • Delivering value early • By focusing on “greatest” you automatically: • Provide natural prioritization • Focus scarce resources in order of priority

9. Applying Iterative Project Management Techniques to Business Continuity • Why “need” is important • Satisfying stakeholder needs delivers value to those stakeholders, creating support for the program

10. Applying Iterative Project Management Techniques to Business Continuity • Stakeholder Needs Assessment • Identify your stakeholders (board, executive management, middle management, departments / divisions, customers, etc…) • Identify top 3 to 5 needs by stakeholder in priority order • Determine benefit to stakeholder • Look for commonalities among stakeholder needs and prioritize

11. Applying Iterative Project Management Techniques to Business Continuity • Why “risk” is important • Risk and Need are very similar concepts • Risk is about avoiding negative outcomes • Retiring risks reduces probability and / or severity of adverse events

12. Applying Iterative Project Management Techniques to Business Continuity • Delivering value early through iterations • Shorter duration (earlier feedback on assumptions and requirements) • Negotiated, specific deliverables • Greater chance of successful completion • More likely to hit an ever moving target • Each iteration is a building block for long term success

13. Applying Iterative Project Management Techniques to Business Continuity • Linking need, risk and value to create buy in • Identify synergies between need, risk and value • Articulate the business value • Prioritize with stakeholders • Determine the minimum action needed to satisfy need, reduce risk or derive value with stakeholders

14. Applying Iterative Project Management Techniques to Business Continuity • Where to start (selecting a project, organizing a project) • Get agreement from stakeholders on an iteration which addresses your highest priority item(s) • Add low cost / low effort work ONLY to gain synergies on high priority work or to fully allocate resources

15. Applying Iterative Project Management Techniques to Business Continuity • Iteration planning steps • Identify your greatest needs, risks and value at any point in time. • Identify logical steps to support fulfilling your needs, reducing your risks and creating value. • Identify and communicate which needs, risks and values have been addressed.

16. Applying Iterative Project Management Techniques to Business Continuity • Why it doesn’t all have to be planned out in advance • A star to guide by (high level long term vision) will keep you on course • Avoids revisions to the long term plan due to underlying change (there is no detailed, long term plan)

17. Applying Iterative Project Management Techniques to Business Continuity • Why it doesn’t all have to be planned out in advance (continued) • Constantly re-prioritizing and working on highest priority items • Laying building blocks for a successful program

18. Applying Iterative Project Management Techniques to Business Continuity • Final thoughts • Programs early in their maturity have lots of needs and risks • Fully mature programs may not need iterations to address needs and risks (iterations serve to keep content current)

19. Jeff Puetz MBCP, ARM, AU Director - Enterprise Risk Management Business Continuity ManagerWest Bend Mutual Insurance (262) 334-6451 (office)