Contingency Planning Methodology
VI. Contingency Planning / Crisis Management Team
A. Each business function needs to monitor daily activities for:
- Conditions that trigger the implementation of a contingency plan or Crisis
Management Team.
- New developments that require changes to existing or creation of new contingency plans
or Crisis Management Teams.
- New developments that enables you to eliminate a contingency plan or Crisis
Management Team.
- Conditions that allow you to retract a contingency plan or Crisis Management Team after it is implemented.
Deliverables:
A change in your management practices (status reporting, staff meetings, etc.) reflecting
that your are managing your contingency plans and Crisis Management Teams.
B. Revise, document and properly communicate any contingency plans or Crisis Management Teams and procedures as required.
Communication is vital to successfully implementing and managing both contingency plans and Crisis Management teams. Both require many people, teams, facilities, systems and 3rd parties to be able to work together under unusual conditions. Keep in touch with all those involved in your contingency plans and Crisis Management teams to insure that they can function when called upon to do so.
To properly monitor and oversee Your company's complete contingency planning effort, the Contingency Planning Task force requires you to inform them of your progress, concerns and issues relating to contingency planning. Work with the Program Office to develop a regularly scheduled status report for such information.
Deliverables:
Status reports to the Program Office informing them of any concerns, issues and
progress in regards to your contingency planning project(s). When necessary, updated
contingency plans.