Performance Task#6 - Russell Glenn S. Comia - BS INFO - 3SMP1
Performance Task#6 - Russell Glenn S. Comia - BS INFO - 3SMP1
Performance Task#6 - Russell Glenn S. Comia - BS INFO - 3SMP1
Comia
Performance Task 6
Directions: In your own understanding, answer the questions below in essay format:
Answer: There is more to continuity management than just how to deal with a natural
disaster or a cyber-assault. When an event occurs, it starts with the policies and procedures that
have been designed, tested, and implemented. The program's scope, main stakeholders, and
management structure are all defined by the policy. In this step, it must explain why business
continuity is vital and why governance is so important. One component is knowing who is in
charge of creating and updating a checklist for a business continuity plan. The other is
determining who will be in charge of the project's implementation. In what may be a tumultuous
time for everyone involved, governance brings clarity.
Answer:
Mitigate impact
facilities
3. Explain what an interruption event is. Provide three examples of such an event.
Answer: Interruption Event means any cause which is beyond the reasonable control of a
Party and directly prevents that Party from performing this Agreement, including: war, civil
commotion, armed conflict, riot, act of terrorism, criminal damage, fire, flood, intervention by a
Regulator, or compliance with any Applicable Law. Each process has a period within which
interruptions will not affect achievement of key business goal. Beyond that period, business goal
will be impacted—and interruption becomes extraordinary. Business Interruption Event is
triggered when the interruption on a key business process exceeds the maximum allowable time.
Business interruption risk refers to the financial loss a company suffers when its operations are
disrupted. This loss includes both observable components, such as reduced sales and increased
cost of working, and hidden components, such as loss of future revenue streams due to potential
reputational damage.
Examples:
• Extraordinary event
• Beyond normal downtimes of equipment or input process errors
• High impact - Resulting in risk of significant loss
Answer: Critical situations are very serious business problems and issues that are urgent,
threatening, or vexing. They demand a lot of your time, are usually distracting, and if enacted,
are likely to impact the future. In short, Critical Situations can be game changers. For good or
bad, the deciding factor is often in the way they are planned and managed. In BPO, a critical
situation occurs when your ability to render is limited. The quality of services has been harmed
in the past. An organizational situation in which the quality of service is reflected in. The
deterioration of operations management is increasingly obvious in the services are delivered. The
term Critical Situation Management (CSM) stems from the underlying principle that critical
situations occur across the organization at multiple levels every day. Upsets in the value chain
that were previously considered "abnormal situations" quickly escalate to the critical level due to
the volatility of the current industrial environment. Suppliers now are under such a high level of
scrutiny that transgressions once considered minor can severely impact the corporate bottom
line. The Internet has forever changed the way business will be conducted. Customer loyalty is
only as secure as your last exchange. If a minor transgression poorly influences customers'
perception, he will switch with the click of a mouse. This coupled with an environment of make
to order demands is creating a powder keg on the process floor and beyond.
Answer:
Answer:
Prepare
• Identify the Project Manager or Team Leader of the CritSit team. A good
Belt.
• Identify the team members of the CritSit and assemble the team.
• Ensure all administrative requisites of the Critsit are ready, e.g. meeting
schedules
• Establish a dedicated “war room” that will be used by the Critsit team
Assess
• Develop glide-paths for improvement on key metrics that will be monitored for the duration of
the Critsit.
• Define and communicate to Critsit team members the entry and exit criteria of the CritSit.
• Conduct an in-depth analysis of the problems by scrutinizing thoroughly historical data /
measures of the problem area (s).
• Use root cause analysis methods such as the Fishbone diagram, why-why analysis or 8D
problem solving techniques.
• Brainstorm with the team and develop detailed action plans to address the problems and/or root
causes.
• Assign individuals/teams to implement solutions as defined in the over-all action plan. Make
sure that each action step has defined timelines in-synch with the target exit from Critsit.
• Ensure that there will be consistent executive status presentation and regular core team project
review schedule.
Gain Commitment
• Get clients’ buy-in and/or vote of confidence on the recovery plan if they are aware of the
Critsit in their contract/account.
• Be sure that all stakeholders and team members involved in the process have signed-off on the
following:
• Conduct frequent checkpoints and tollgates per the established metrics glide path.
• Document the changes in the process as it gets implemented and standardize accordingly.
• Establish regular stakeholders and customer feedback sessions during the implementation of
the recovery plan.
Close the Recovery
• Present to the stakeholders and client the improvement of the metrics per the glidepath.
• Get the sign-off of the stakeholders and client to approve the exit from Critsit and return to
business as usual mode.
• After implementation of the action plans and full recovery from CritSit, conduct an evaluation
of lessons learned and collate this for future reference.
• Ensure to develop next steps that will prevent the Critsit from happening again. This could be
done by conducting another round of brainstorming session.
Answer:
The 8D Approach:
• A problem is the gap between “what is” or current results and “what should be” or desired/
promised results
• Clarify if the concern is not clear
• Establish a small group of people, with the process/ product knowledge, allocated time,
authority, and, skill in the required technical disciplines to solve the problem and implement
corrective actions. The group must have a designated champion – team leader, for command
responsibility purposes
• Sets the stage and ensures that the team activities are in the right direction
• Has ownership; supports the final decision, and has the authority to implement the Corrective
Action and system repair when necessary.
• Specify the internal/ external customer problem by identifying in quantifiable terms the; who-
what-when-where-why-how-how many (5W2H) of the problem
• Use an “Operational Definition”. The definition should have a common meaning to everyone
who reads it.
• 5W2H:
• Define and verify Interim Containment Action (ICA) to isolate the effects of the problem from
any internal/ external customer until Permanent Corrective Action is implemented
• Temporary short-term (band aid) fix taken until a permanent corrective action is defined,
implemented, and verified. Verify the effectiveness of the interim containment action (ICA)
• State the procedures for on-going evaluation of effectiveness (control charts, check sheets,
etc.)
• Identify all possible causes, which could explain why the problem occurred
• Ask “why” as many times as necessary to drive the process to root cause
• Use Cause and Effect Diagram, FMEA to list previously defined causes.
• Isolate and verify the root cause/s by testing each possible cause against the problem
description and test data
• Through pre-production test programs quantitatively confirm that the selected corrective
actions will resolve the problem for the customer and will not cause undesirable side effects.
• Corrective action should be a poka-yoke solution and should address root cause
• Artificially simulate the solution to allow the actual process or field evaluation
• Monitor Results
• Implement the best permanent corrective action. Choose on going controls to ensure the root
cause are eliminated Once in production, monitor the long term effects and implement
contingency actions, if necessary.
• Modify the necessary systems, practices, and procedures to prevent recurrence of this and all
similar problems.
• Document new standard procedures, streamline to remove obsolete procedures and revise
previous standard