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1. ImpactAware Release 10/03/10 On Wednesday 10th March 2010 Brellion release the latest update...

What’s included?

• Coordinator Report
• Vehicle Element
• Additional Properties exposed within the champion interface

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1. ImpactAware Release 10/03/10 On Wednesday 10th March 2010 Brellion release the latest update...

At Brellion we have been working with our clients and partners to devise best practice for developing, delivering and supporting this activity.According to Gartner, 78% of existing IT budget is spent on maintaining the operation of existing infrastructure. Mature organisations should now be looking at leveraging value from the significant investment they have made, thus reducing maintenance expenditure. At Brellion we believe that the key to this is an improved understanding of how their core functions are being delivered.

By leveraging the nascent value in existing core process, there is a proven opportunity to:

• reduce operating expenses
• improve service consistency
• improve operational flexibility

In aligning IT service delivery to business drivers, benefit can be realised through an organisational focus on revenue and cost performance. With the introduction of management techniques such as TQM, the natural operational behaviour is now a continuous cycle of feedback reporting. We believe that continuous improvement is the key to sustainable growth. The practices developed by Texonet apply this principle to the delivery of complex core IT functions.To apply this continuous improvement practice an organisation must align its service delivery with a value based assessment of the internal and external supplier capabilities. As a result the business will be able to identify the contribution support functions make to its service delivery.Most organisations will enjoy significant benefit from this approach on day one, as large efficiency gains can be achieved early on in the process. On an ongoing basis stakeholders are able to see a sustained business improvement as well as a track record of managed capital investment.

By developing a proactive operational behaviour the business is able to more effectively manage the performance of its delivery and that of its suppliers. This approach moves beyond the established RAG (red, amber, green) service level management tools to take into account business benefit. This is based around understanding qualitative value in conjunction with quantative measures. Importantly, this approach demonstrates the effectiveness of service management, through the establishment and monitoring of key controls and indicators.

At the core of these business controls are the trinity of risk, cost and value. These key metrics reveal an end to end picture of how the business is operating. Not only does this improve reactive behaviour but informs strategic decision making by exposing the impact of future decisions on the business. By aligning business benefit to the operational delivery, the organisation will improve profit. Further more, this identifies opportunities for the improvement of operational performance, and feeds the development of a more focussed capital investment programme.Over the past 3 years Brellion has been working with its clients and partners to resolve this issue. With our unique mix of process and tools we are allowing our clients to work smarter, not harder, in the pursuit of high quality service provision.

Niall Wright, CEO, Brellion

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One of the most powerful tools for carrying out this form of analysis is a method known as Dependency Modelling (DM). Dependency Modelling is a well-established technique for representing the relationships between different business elements. When constructing a dependency model an organisation will uncover the relationships within the business and develop a clear understanding of the business elements that represent the greatest risk to business continuity.Dependency Modelling is a simple but incredibly powerful technique. Once a dependency model has been constructed it can be used to rank areas of impact and to apply more sophisticated calculations for risk assessment.

The model can also be used to refine specific countermeasures and to evaluate the cost and benefits of organisational change.Many organisations have used process re-engineering to consolidate core activities as a source of efficiency gains and cost reduction. Although this is accepted as good business practise, as organisations become more integrated the complexity of developing a comprehensive business continuity plan increases. This is due to the (counter intuitive) fact that although consolidation attempts to simplify an organisations operation, it will often increase the risk in maintaining delivery.

The ability for an organisation to maintain and control its business operations is not only related to the number of activities, but to the interdependencies between them.Dependency modelling allows a progressive approach to capturing, modelling and reporting these issues. As a first step an organisation must understand the relationships between its business elements. This does not mean that the whole organisation needs to be modelled, as it is more important to first develop an understanding of the critical activities. From here the model can be developed progressively to allow for more sophisticated analysis.

This analysis will take into account a number of different measures based around the trinity of Value, Cost and Risk (VCR). These VCR measures allow for a focussed approach to business continuity, relating directly to business objectives.When planning a change to a business activity, the value and cost of development and maintenance must be balanced against the risk in delivery. This is a core function of business continuity and can be complex due to the range of risks and impacts that may need to be considered. For example a change may be made to the organisation to reduce the cost of delivery of a particular service, but doing so may increase the risk in another business area of delivering against legislative requirements. This scenario is an example of a blended VCR measure and can be effectively analysed using a dependency model.

With the introduction of management techniques such as Total Quality Management (TQM), the natural operational behaviour is now a continuous cycle of feedback reporting. Continuous improvement is the key to sustainable growth, and business continuity is at the core of this process. To apply this continuous improvement practice an organisation must align its service delivery with a value-based assessment of the internal and external supplier capabilities. This assessment must take into account business continuity in order to deliver true continuous improvement. Cost reductions or efficiency gains are not true improvements to the organisation if the risk within the organisation increases beyond a sustainable level.

At Brellion we have been working with our clients and partners to devise best practice for developing, delivering and supporting Dependency Modelling. Over the past 5 years we have developed sophisticated techniques for simplifying the delivery of DM analysis. Using our expertise we have developed a revolutionary dependency-modelling tool called ImpactAware. It has been designed to allow business continuity planning to be devolved to non-practitioners and to allow any organisation to quickly and easily compile a robust approach to BC planning in line with emerging standards such as BS25999. Our software can quickly deliver the benefits of impact analysis so that our clients can work smarter, not harder, in the pursuit of high quality service provision and business continuity.

Niall Wright CEO Brellion

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1. Streamline Your Business Continuity Process The Business Continuity Management process isn’t complex, but delivering a...

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Management Is The Key

The Business Continuity Management process isn’t complex, but delivering a streamlined program can be. The key problem is the overhead of managing the gathering, assessment and production of critical Business Continuity information. You may have anywhere from 5 to over 150 participants in the program and require an effective way of managing their participation. Rather than spending your time managing the process, you should be identifying and solving real business continuity issues.

No More Spreadsheets

Our suite of software based solutions allows you to smoothly move away from a document based approach and the associated management overhead to a centrally managed program. You can take control of your process, rather than be driven by it.

One Step At A Time

We know what it takes to deliver large scale projects, which is why we don’t subscribe to a big bang solution. You can select from a menu of options to augment and optimize those areas of your Business Continuity Management process that you view as inefficient.

Next Steps

We aim to provide you with as much information as we can, so please feel free to take a look at the ImpactAware software platform, our knowledgebase articles and the range of support materials we make available.

Your comments, questions and feedback is very important to us, so if you have any questions not addressed on the website then please email us on tellmemore@impactaware.com.

We are constantly working with our existing clients to improve our range of services and solutions. You can subscribe to our newsletter to recieve regular updates on how we are changing the way people are approaching business continuity.

We offer all our clients a free trial of our services. If you would like to know how we can set this up for you then please email us at tellmemore@impactaware.com so that we can organise this for you.

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