Who should maintain and write business continuity plans (BCPs)?

Who should maintain and write business continuity plans (BCPs)?

• A. The information security and information technology functions
• B. Representatives from all functional units
• C. The risk management function
• D. Executive management

Answer: (B)

Maintaining and writing business continuity plans (BCPs) is best accomplished by representatives from all functional units because this approach ensures a comprehensive and inclusive understanding of the organization's operations. Each functional unit possesses unique insights about its processes, dependencies, and specific risks, which are crucial for developing an effective BCP. By involving various representatives, the organization can capture a wide range of perspectives and requirements, ensuring that the BCP addresses all critical areas of the business. This collaboration fosters ownership and accountability among different departments, increasing the likelihood that the plan will be understood, implemented, and followed in a crisis. It also encourages cross-training and communication among functions, which are essential for a unified response during disruptive events. In contrast, if the BCP were solely developed by specific functions like information security, information technology, or risk management, it might not fully encompass the complexities of the entire organization. This could lead to gaps in the plan that may leave critical vulnerabilities unaddressed. Relying solely on executive management without operational insights may provide high-level direction but lacks the necessary granular details needed for effective continuity planning.

Maintaining and writing business continuity plans (BCPs) is best accomplished by representatives from all functional units because this approach ensures a comprehensive and inclusive understanding of the organization's operations. Each functional unit possesses unique insights about its processes, dependencies, and specific risks, which are crucial for developing an effective BCP.

By involving various representatives, the organization can capture a wide range of perspectives and requirements, ensuring that the BCP addresses all critical areas of the business. This collaboration fosters ownership and accountability among different departments, increasing the likelihood that the plan will be understood, implemented, and followed in a crisis. It also encourages cross-training and communication among functions, which are essential for a unified response during disruptive events.

In contrast, if the BCP were solely developed by specific functions like information security, information technology, or risk management, it might not fully encompass the complexities of the entire organization. This could lead to gaps in the plan that may leave critical vulnerabilities unaddressed. Relying solely on executive management without operational insights may provide high-level direction but lacks the necessary granular details needed for effective continuity planning.