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responsible for the physical safeguarding of the primary facility
and alternate processing facility
Senior executives and other key individuals essential for the
ongoing viability of the organization
This identification process is critical for two reasons. First, it provides
the groundwork necessary to help identify potential members of the
BCP team (see the next section). Second, it provides the foundation for
the remainder of the BCP process.
Normally, the business organization analysis is performed by the
individuals spearheading the BCP effort. This is acceptable, given that
they normally use the output of the analysis to assist with the selection
of the remaining BCP team members. However, a thorough review of
this analysis should be one of the first tasks assigned to the full BCP
team when it is convened. This step is critical because the individuals
performing the original analysis may have overlooked critical business
functions known to BCP team members that represent other parts of
the organization. If the team were to continue without revising the
organizational analysis, the entire BCP process might be negatively
affected, resulting in the development of a plan that does not fully
address the emergency-response needs of the organization as a whole.
When developing a business continuity plan, be sure to
account for both your headquarters location and any branch
offices. The plan should account for a disaster that occurs at any
location where your organization conducts its business.
BCP Team Selection
In many organizations, the IT and/or security departments are given
sole responsibility for BCP, and no arrangements are made for input
from other operational and support departments. In fact, those
departments may not even know of the plan’s existence until disaster
strikes or is imminent. This is a critical flaw! The isolated development
of a business continuity plan can spell disaster in two ways. First, the

