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มาตรฐาน ISO 22301: ปัจจัยสู่ความสำเร็จ
Get PDFวารสารวิชาการและวิจัย มทร.พระนคร, 3(2) : 93-105From the past, many organizations have been severe impacted to their business continuity from unexpected disruptions or disasters. Disruptions to the business can result in company damage and failure. Therefore, it is necessity for all organizations to establish and to apply a business continuity management (BCM) system based on ISO 22301 appropriate to its needs. It has been developed to protect against the likelihood of occurrence and recover from major incidents, resume critical business activities and speed up the return to normal operations.
This article is aim to study on the academic documents, relevant literatures and to combine its knowledge about ISO 22301 with full explanation of BCM concept. Under the framework of ISO 22301, the process will be driven effectively to the success by 3 key factors starting from the executive management’s encouragement with its own set of goal in gearing forward to the BCM system. With full knowledge and clear understanding, the BCM team will play a major role to ensure that a crisis management framework is consistent with best practice. All levels of staff members are fully aware of their role within the system and able to implement successfully with full co-operations and the opportunity to continuously improve company business culture.
Lastly, a recognized benchmark of good practice in BCM operation by one organization in Thailand has been mentioned as an example herewith. It goes without any doubts that it will be useful for other organizations those who like to follow and apply into good practice in accordance with the ISO 22301 effectively.Rajamangala University of Technology Phra Nakho
RISK ASSESSMENT MODEL BASED ON ISO 22301:2012 “SOCIETAL SECURITY. BUSINESS CONTINUITY MANAGEMENT SYSTEMS. REQUIREMENTS”
Get PDFThe report examines the main aspects of ISO 22301 standard. Comparative analysis of ISO 22301 and the main management systems standard ISO 9001 is discussed. Emphasis is placed on the fact that the implementation of systems under ISO 22301 is a meaningful assessment of the risk to the society while maintaining "business continuity” in societal structures
Kajian Kesiapan Implementasi Bisnis Continuity Management System (BCMS) Berbasis ISO 22301 (Studi Kasus: PT XYZ)
No full textSeiring dengan makin berkembang dan semakin matang kondisi industri IT
di tanah air maka saat ini mulai muncul tuntutan dari calon pengguna jasa atau
pengguna eksisting kepada PT XYZ mengenai keharusan memiliki Bussniess
Continuity Management System (BCMS) dalam penyediaan layanannya. Hal
tersebut yang melatar belakangi management PT XYZ untuk melakukan
implementasi BCMS. Adapun tujuan dari implementasi ini adalah menghasilkan
pemetaan kondisi as-is terhadap ISO 22301, menentukan tingkat kesiapan PT
XYZ dalam implementasi ISO 22301, mendapatkan strategi pemenuhan gap dan
memiliki panduan atau prosedur operational baku (POB) mengenai BCMS.
Sebagai permasalahan yaitu pertama, memetakan kondisi PT XYZ saat ini dalam
kaitan implementasi Business Continuity Management (BCMS) berdasarkan ISO
22301:2012. Kedua, bagaimana mengukur tingkat kesiapan PT XYZ untuk
implementasi BCMS yang mengacu pada ISO 22301:2012? Ketiga,Bagaimana
menemukan strategi yang dapat diusulkan untuk melengkapi kesenjangan (gap)
antara kondisi sebelum dan persyaratan implementasi BCMS? Keempat,
bagaimana menyusun prosedur operasional baku yang sesuai dengan persyaratan
implementasi BCMS?
Dalam penelitian ini keabsahan data dilakukan dengan teknik triangulasi.
Studi literatur yang dilakukan dalam penelitian ini adalah pembelajaran literatur
terkait dengan permasalahan yang ada seperti pembelajaran mengenai Bisnis
Continuity Management, sejarah perusahaan, proses bisnis yang ada pada PT
XYZ. Kemudian pemetaan kondisi as-is dilakukan dengan melakukan review
dokumen, Review dokumen dilakukan dengan cara mereview dokumen terkait
dengan proses bisnis yang ada di PT XYZ, dengan melengkapi tools assessmen
yang sudah dibuat. Pengumpulan data melalui wawancara kepada responden
diidentifikasi dengan pendekatan identifikasi yang mengacu pada diagram RACI
kepada top management untuk memperoleh komitmen dari managemen. Setelah
itu melakukan analisa triangulasi. Kemudian didapatlah tingkat kesiapan. Proses
mendapatkan gap dilakukan dengan membandingkan kondisi as-is dengan kondisi
to-be. Hasil dari gap diidentifikasi strategi pemenuhan gap, baru kemudian
dilakukan proses penyusunan laporan berupa pembuatan POB.
Hasil penelitian menunjukkan bahwa dari tools cheklist assessmen diperoleh
bahwa dari 106 kontrol 39,6% kontrol adalah teridentifikasi/comply dengan ISO
22301, sedangnkan 46.2% adalah comply dengan catatan merevisi POB atau
melakukan implementasi terhadap control-control yang kurang, sedangkan
sisasnya 14.1% kontrol masih belum comply. Berdasarkan hasil wawancara yang
dilakukan kepada top management bahwa penuturan dari VP CM dan VP Human
Capital bahwa “Top Management menginstruksikan kepada jajaranya untuk
mengimplementasika BCMS. PT XYZ sudah siap untuk implementasi BCMS yang
mengacu pada ISO 22301:2012. Alasannya adalah karena sudah mempersiapkan
2 tahun implementasinya dan tuntutan dari customer untuk implementasi BCMS.”
Dari hasil analisa triangulasi sehingga diperoleh identifikasi kesiapan bahwa PT
XYZ siap melakukan implementasi ISO 22301 dengan catatan dapat melakukan
perbaikan-perbaikan proses, implementasi dan dokumentasi sesuai persyaratan
ISO 22301. Perlu langkah-langkah strategis bagi PT XYZ dalam menetukan
strategi pemenuhan gap yaitu dengan membuat jadwal implementasi ISO 22301 di
PT XYZ dan membuat POB yang sudah diidentifikasi kekurangannya yaitu
Policy/kebijakan BCM, Risk assessment, Prosedur BCP Strategy, Prosedur BIA.
Kata Kunci: Kesiapan, Bisnis Continuity Management System (BCMS), ISO 22301, PT XYZ, Triangulasi
===================================================================================================== Along with the growing and increasingly mature IT industry conditions in
the country, the current began to emerge the demands of prospective service users
or existing users to XYZ about the necessity to have bussniess Continuity
Management System (BCMS) in the provision of services. This is the background
for the management of PT XYZ to implement the BCMS. The purpose of this
implementation is to produce mapping as-is condition to ISO 22301, determines
the degree of readiness XYZ in the implementation of ISO 22301, obtain
compliance strategy gap and having a guide or standard operational procedures
(NOI) regarding the BCMS. As the problems of the first, map the XYZ today in
relation to the implementation of Business Continuity Management (BCMS)
based on ISO 22301: 2012. Second, how to measure the level of preparedness of
XYZ for BCMS implementation based on ISO 22301: 2012? Third, How to find a
strategy that could be proposed to supplement the gaps (gap) between the
condition before and BCMS implementation requirements? Fourth, how to
prepare standard operating procedures are in accordance with the requirements of
BCMS implementation?
In this study the validity of the data was done by using triangulation. The
literature study conducted in this research is the study of literature associated with
existing problems such as learning about the Business Continuity Management,
the company's history, business processes that exist in XYZ. Then mapping the
condition as-is done by document review, document review done by reviewing
documents related to the existing business processes in XYZ, to complement the
assessment tools that have been created. Collecting data through interviews with
respondents identified with identification approach that refers to the RACI
diagram to the top management to obtain a commitment from management. After
the analysis of triangulation. Then didapatlah degree of readiness. The process of
getting the gap by comparing the as-is condition with the condition to-be. The
results of the compliance strategy gap identified gap, and then do the process of
preparing the report was the production of POB.
The results showed that the assessment of the tools cheklist found that of
106 controls 39.6% of control is to comply with ISO 22301, while 46.2% is to
comply with the record POB revising or implementing the controls were lacking,while the remaining 14.1% of control is still not comply. Based on the results of
interviews conducted to the top management that the narrative of the VP CM and
VP Human Capital that "Top Management instructed its members to implement a
BCMS. XYZ is ready for implementation BCMS based on ISO 22301: 2012. The
reason is because it has been preparing for two years of its implementation and the
demands of the customer for the implementation of the BCMS". From the analysis
of triangulation in order to obtain the identification of readiness that XYZ ready to
implement ISO 22301 with a note can make improvement processes,
implementation and documentation according to the requirements of ISO 22301.
Need strategic steps for XYZ in determining compliance gap strategy is to create a
schedule for the implementation of ISO 22301 in XYZ and create POB already
identified deficiencies, namely Policy / BCM policy, Risk assessment, BCP
Strategy Procedure, Procedure BIA.
Keywords: Readiness, Business Continuity Management System (BCMS),
ISO 22301, PT XYZ, triangulatio
Business continuity management system, ISO 22301
No full textPredmet rada je sustav upravljanja kontinuitetom poslovanja i norma ISO 22301 kao odgovor na najveću brigu današnjih poslovnih organizacija a to je prekid poslovanja , uzrokovan raznim prirodnim ugrozama, pandemijama i rizicima koje donosi globalno tržište. Rad je strukturiran na način da govori o sustavu upravljanja kontinuitetom poslovanja i normi ISO 22301 koja je primjenjiva na sve vrste organizacija, a osobito za one koje djeluju u okruženju visokog rizika te pruža najbolje rješenje za pravodobno reagiranje na sve rizike i ugroze , i oporavak poslovanja od istih. U prvom dijelu rada govorimo o kvaliteti, upravljanje kvalitetom i njenoj važnost za današnji opstanak na globalnom tržištu, metodi upravljanja ,te primjenu TQM-a na hrvatskom tržištu. U središnjem dijelu rada riječ je o upravljanju kontinuitetom poslovanja kao odgovoru na rizike i izazove, i stvaranju otpornosti na iste kroz niz aktivnosti koje će osigurati smanjenje vjerojatnosti da će doći do poremećaja i pripremiti organizaciju da nastavi isporuku svojih najvažnijih proizvoda i usluga. Također govori o normi ISO 22301 koja se kao holistički proces upravljanja koristi za osiguravanje nastavka rada, isporučivanje proizvoda i usluga na unaprijed definiranim razinama, zaštitu brenda i aktivnosti koje stvaraju dodanu vrijednost ,kao i zaštitu ugleda i interesa ključnih dionika u slučaju bilo kojeg incidenta. U zadnjem dijelu rada smo primjenom teorijskih saznanja, a putem strukturiranog intervjua dobili iskustvena saznanja kroz 16 pitanja u razgovoru s svjetski poznatom konzultanticom za kontinuitet poslovanja Jean D. Rowe koja je međunarodno priznata kao stručnjak za organizacijsku otpornost, sigurnost, rizik poduzeća, kontinuitet poslovanja / upravljanje krizama.The subject of this paper is the business continuity management system and the ISO 22301 standard as a response to the biggest concern of today's business organizations - business interruption, caused by various natural threats, pandemics and risks brought by the global market. The paper is structured in a way that it talks about the business continuity management system and ISO 22301 standards that are applicable to all types of organizations, especially to those operating in a high risk environment and provide the best solution for timely response to all risks and threats, as well as business recovery. In the first part of the paper we talk about quality, quality management and its importance for today's survival in the global market; management method and the application of TQM in the Croatian market. The central part of the paper is about managing business continuity in response to risks and challenges, and creating resilience to them through a series of activities that will reduce the likelihood of disruption and prepare the organization to continue delivering its most important products and services and about ISO 22301 standard which is used as a holistic management process to ensure continued operation, delivery of products and services at predefined levels, brand protection and value-added activities, as well as protection of the reputation and interests of key stakeholders in the event of any incident. In the last part of the paper, using theoretical knowledge, and through a structured interview, we gained experiential knowledge through 16 questions in a conversation with world-renowned business continuity consultant Jean D. Rowe, who is internationally recognized as an expert in organizational resilience, security, business risk, business continuity / crisis management
Penerapan Sistem Manajemen Keberlangsungan Bisnis ISO 22301:2019 di PT. Kharisma Batulicin Gasindo - Kalimantan Selatan
No full textPenelitian tugas akhir ini bertujuan untuk menerapkan sistem manajemen keberlangsungan bisnis berbasis ISO 22301:2019 di perusahaan agen elpiji PT. Kharimsa Batulicin Gasindo. Metode penelitian yang digunakan adalah dimulai dari identifikasi dan analisis kesenjangan antara praktik manajemen perusahaan dibandingkan dengan standar ISO 22301:2019, kemudian dilanjutkan dengan membuat usulan perbaikan terhadap kesenjangan yang ditemukan, kemudian metode usulan tindakan perbaikan menggunakan OCTAVE dan FMEA untuk merancang manajemen risiko. PT Kharisma Batulicin Gasindo harus mempersiapkan insiden-insiden yang terjadi bisa bepotensi mempengaruhi kelangsungan bisnis perusahaan sehingga usulan perbaikan meliputi pembuatan dokumentasi sistem manajemen keberlangsungan bisnis yang terdiri dari pembuatan standar operasional kerja, alur komunikasi saat terjadi ancaman, alur proses bisnis perusahaan. Analisis Gap mengunakan instrumen pengukuran berupa 15 pertanyaan yang diturunkan dari klausul 4 sampai 10 ISO 22301:2019. Hasil dari penelitian menunjukkan bahwa terdapat 4 kondisi perusahaan yang sesuai dengan persyaratan dan 11 pertanyaan yang belum sesuai persyaratan PT Kharisma Batulicin Gasindo. infrastruktur perusahaan dan kompetensi karyawan yang belum memadai dalam menjaga keberlangsungan bisnis perusahaan. Hasil analisis mengidentifikasikan ada 41 risiko yang dapat menggangu operasional dan bisnis perusahaan, 5 diantaranya merupakan risiko dengan level very high yaitu pencurian tabung LPG NPSO, terjadinya pembegalan puso saat perjalanan, terjadinya kecelakaan puso, username dan password database perusahaan diketahui oleh pengguna selain karyawan administrasi, ledakan di gudang akibat LPG. Penerapakan ISO 22301:2019 dengan menggunakan siklus PDCA mendapatkan kesenjangan antara sistem manajemen perusahaan dan standar ISO 22301:2019 Sehingga hasil dari diskusi dengan perusahaan, tindakan perbaikan yang dilakukan merancang manajemen risiko dengan menggunakan metode OCTAVE dan FMEA. Bila usulan tindakan perbaikan dilakukan, maka perusahaan lebih antisipatif terhadap terjadinya insiden yang dapat mengganggu keberlangsungan bisnis perusahaan
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Risikomanagement und BCM : ISO 31000 und ISO 22301
No full textDie Risikomanagement-Norm ISO 31000:2009 hat sich in den letzten drei Jahren als Benchmark etabliert. Im Juni 2012 ist die BCM-Norm ISO 22301:2012 publiziert worden. Sie wird vermutlich schon bald zum BCM-Benchmark werden. Risikomanagement und BCM werden in Zukunft Partner sein, die sich gegenseitig ergänzen
Risikomanagement und BCM : ISO 31000 und ISO 22301
No full textDie Risikomanagement-Norm ISO 31000:2009 hat sich in den letzten drei Jahren als Benchmark etabliert. Im Juni 2012 ist die BCM-Norm ISO 22301:2012 publiziert worden. Sie wird vermutlich schon bald zum BCM-Benchmark werden. Risikomanagement und BCM werden in Zukunft Partner sein, die sich gegenseitig ergänzen
Variations on the Author
Get PDF“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
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