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The business
Ethics and
continuity
values
environment

The
Leadership organizational
environment

Working Thinking
with others and innovating

Competency
Framework

Analysis Design

Embracing Implementation
Business
Continuity

Establishing Validation
a BCMS

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The BCI competency

framework
The BCI competency framework defines the professional standards needed to be What is competency?
an effective business continuity practitioner at every career stage. It is a tool to help
individuals advance as professionals, to help employers develop resilience capability Competency is the ability to apply
through workforce planning and development, and to give society confidence in the knowledge and skills to achieve intended
resilience profession. results1. It is what individuals and teams
The competency framework has been created in consultation with BCI stakeholders to need to be able to carry out their work
reflect the needs of individual business continuity professionals and their employers. effectively.

It can be used by: The language of competency and

competency frameworks can be confusing.
Business continuity practitioners – to assist with advancement as professionals through
self-assessment, education and training, personal development, reflection, and continuing Some organizations use the term
professional development activities. ‘competence’ rather than ‘competency’,
and some use both to refer to different kinds
Employers – to assess the organization’s skills, plan and develop the workforce, identify
of competency. The reasons for this are
training and education needs, and support individuals in their careers.
historical. The BCI term is ‘competency’,
The BCI – to make informed decisions about individuals’ membership levels, develop which is used to cover abilities of all kinds.
professional qualifications, and provide member services that support practitioners at all
career stages. Overall competency is made up of individual
competencies, each describing a particular
attribute a person needs to be effective in
their work.

1.Common ISO definition of ‘competence’. Included in ISO 30400:2016 Human resource management – Vocabulary.
Also one of the core definitions in ISO management systems standards.
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The BCI competencies

The BCI competency framework contains 12 competencies relevant to business continuity
management and a ratings scale with three levels of individual proficiency that can be applied
to the competencies.

The competencies are in two broad groups:

Leadership and management competencies describe the personal behaviours and strengths that
make people effective in the workplace. They include skills such as leadership, problem solving and
understanding organizational environment. Everyone needs to have or develop these competencies.

Professional Practice practice competencies describe the skills needed for the six professional
practices that underpin the development and implementation of an effective Business Continuity
Management System. The need for these competencies depends on an individual’s role, the level of work
undertaken and their career path and aspirations.

The two kinds of competency work together. All are underpinned by Ethics and values.

Professional Practice competencies

Leadership and management competencies

Establishing
Thinking a BCMS
and Analysis
innovating
Validation
Leadership
The The business
Enabling
organizational continuity
Embracing Solutions
environment environment
Working Business Solutions
with Continuity Design
others

ETHICS AND VALUES

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The business

Leadership & management continuity

environment

competencies Understanding and shaping the evolving role,

scope and practice of business continuity
management in a changing world
Specific aspects of the competency. External factors
Working with other resilience
professionals
Thinking
and Championing
innovating Shaping the future

Actively using a range of thinking types

Leadership to evaluate information, make decisions
and find solutions to problems
Inspiring, supporting and empowering
yourself and others Thinking types
Self-awareness Problem-solving
The
Sensitivity, respect and inclusivity Innovating organizational
Leadership styles Thinking tools environment
Working
Influencing with Creating and maintaining an
others organizational environment that supports
Negotiating
effective business continuity management and
Motivating Working effectively with other people builds organizational capabilities
to achieve productive outcomes
Courage and personal resilience Internal factors
Managing relationships
Reflective practice Organizational culture
Collaborating
Opportunities for
Communicating organization-wide
Facilitating improvement
Managing change

ETHICS AND VALUES

Standards of personal and workplace behaviour and the morals, principles and ideals that underpin ethics and behaviours

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Professional Practice Analysis Solutions Design

competencies Reviewing and assessing an

organization’s business continuity
requirements using appropriate
Assessing, selecting and agreeing strategies
and solutions that enable an organization to
mitigate risks and achieve continuity in the
methods and resources event of an incident.
Specific aspects of the competency.
Strategies to resume business
Business impact analysis
operations
Risk assessment
Mitigating unacceptable risks and
single points of failure

Embracing business continuity

Raising awareness of, and commitment to,
business continuity so that it is embraced as an
integral element of organizational culture and
an established part of business as usual
activities
Understanding the organization’s culture
Enabling Solutions
Understanding BC culture
Establishing and maintaining the agreed
Establishing a BCMS business continuity solutions, mitigation
Improving the organization’s BC culture
Establishing the foundations of an effective Validation measures and the supporting plans and
BCMS by defining scope, developing a business procedures
Measuring the organization’s Confirming that the plans and
continuity policy, and implementing governance
BC culture procedures in place are up to date and Implementing BC solutions
arrangements.
effective and that the BCMS remains fit
Designing the response structure
Coordinating the activities needed to for purpose..
establish a BCMS Communications
Developing an exercise programme
Developing and
Defining the scope of the BCMS Developing an exercise managing plans

Establishing the business Maintenance

continuity policy
Review
Establishing governance

ETHICS AND VALUES

Standards of personal and workplace behaviour and the morals, principles and ideals that underpin ethics and behaviours

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Ratings scale
The ratings scale describes the different levels of individual proficiency that can be applied to each
competency and to the elements in each competency. The levels are advanced, comprehensive
and foundational. The ratings scale is designed to be used as a self-assessment tool.

COMPETENCY LEVEL DESCRIPTION

I can reformulate or develop original thinking in this subject. I can critically evaluate complex information
and ideas. I can create ways forward in situations where there are many interacting factors.
I understand current developments in this subject and appreciate the way it fits into the wider world.
Advanced AND/OR
I am able to apply my advanced or specialist understanding to solve complex problems in
situations where there are many interacting factors. I can undertake research, development
or strategic activities to change the way this subject is applied in practice.

I have a comprehensive understanding of this subject. I can analyse

and evaluate relevant information that might be complex.
Comprehensive AND/OR
I am able to apply this in my day to day work to solve complex problems.
I can use research and development results to inform my actions.

I have a technical understanding of this subject and am aware of

different approaches and schools of thought.
Foundational AND/OR
I am able to apply this in my day to day work to carry out well defined
tasks that are sometimes non-routine and complex.

Competency levels are not applied to Ethics and values. Although Ethics and values is an essential
part of being a business continuity management professional, it is not graded or assessed in the
same way as other competencies. Instead, all BCI members sign up to the Code of Conduct for BCI
Members and ethics underpin everything practitioners do.

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Using the BCI competency

framework
The BCI competency framework and membership levels

The competency levels in the ratings scale are aligned with the BCI membership levels. This does not mean you need
to be at the competency level associated with your membership grade for every single competency: The BCI
recognises and includes professionals from different backgrounds, in different roles and with different career paths.

When you apply for BCI membership at the Associate, Member or Fellow level, the ratings scale is used to assess
your knowledge and skills.

MEMBERSHIP LEVEL COMPETENCY LEVEL

FBCI Advanced
Fellow

MBCI Comprehensive
Member

AMBCI Foundational
Associate

CBCI Foundational

Open to all with an interest in business

continuity management. No evidence
of competencies required.

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The BCI competency framework

and quali ications
There is no direct link between the BCI competency levels and qualification levels. The BCI competency
levels focus on the understanding and skills required to function effectively at a particular level within a Business continuity management is a fairly
business. new discipline, developed by pioneers
in the days before there were any formal
The BCI recognises that achievement of a qualification does not automatically guarantee competency. qualifications. The early practitioners
As a result, the lack of a qualification does not present a barrier to BCI membership at any level.
relied on learning by doing and continuing

Competency in different professional areas, and at different levels within those areas, is often professional development (CPD) activities
associated with the levels assigned to qualifications. Descriptions (and labelling) of qualification levels such as writing articles, speaking at events,
varies between countries. However, most professional competency frameworks align (as is the case developing and exchanging ideas with
for BCI’s framework) to levels of performance in the workplace. This enables individuals and training others, and research.
professionals to match the level of difficulty/achievement required to attain membership grades to the
relevant qualification level in their own country. For example, Foundational Level and the CBCI There are many highly competent business
examination would align with a technician level in England and would be considered Level 3; level 3 continuity practitioners without formal
qualifications and their equivalents are set a level that is usually required for entrance to a degree qualifications. It is also possible to have a
programme. The BCI Advance Level covers strategic skills and critical analysis which would usually be
formal qualification in business continuity
aligned to higher level qualifications; for example, in England, strategic level would usually be considered
7 and examples of level 7 qualifications would include a master’s degree or a postgraduate certificate. management without having yet developed
leadership and management competencies
Qualification levels are used by the BCI and its training and education partners to develop BCI or the ability to apply technical
qualifications and courses that align to the professional levels identified in the BCI competency understanding and skills in the workplace.
framework.

The BCI also provides and recommends continuing professional development (CPD) opportunities.
This is essential for keeping up to date and developing new understanding and skills. Working towards,
and achieving, a relevant qualification demonstrates commitment to ongoing professional
development.

2. T
 he qualification level descriptors are published in the Ofqual Handbook: General Conditions of Recognition https://www.
gov.uk/guidance/ofqual-handbook (accessed September 2019).
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The BCI competency framework

and career levels
There is no direct relationship between your competency levels, your career level and the nature
of the work you do. Your work role depends as much on the organization you work for as on your
competency levels. In one organization you might be a senior director; in another you might be a
middle manager.

The following table is for guidance only and applies to an organization that is big enough to have
different levels of management.

COMPETENCY LEVEL INDICATIVE CAREER LEVEL LIKELY NATURE OF WORK

Likely to provide specialist advice and to manage,

Strategic and/or coach and/or mentor others.
Advanced
technical specialist Likely to influence the direction of the organization
regarding business continuity management

Likely to work without direct supervision. Likely to supervise and

Comprehensive Managerial
support others in developing their knowledge and skills.

Likely to work under supervision and might supervise support workers.

Foundational Operational/Technical
Requires specialist technical understanding.

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The BCI competency

framework and the BCI
Good Practice Guidelines
The BCI competency framework focuses on the broad range of knowledge and skills
needed to work as a business continuity practitioner at different levels. It brings
together the leadership and management skills, professional practice skills and the
underpinning ethics and values needed to be effective. The framework provides a
comprehensive description of the competencies and how they complement each
other. It is not designed to act as a “how to” guide.

The GPG focuses on the professional practice competencies. It describes what

business continuity practitioners should do, with more detailed information about the
activities required and how to complete them.

Both the competency framework and the GPG emphasise the need for leadership
and management skills as well Professional Practice skills.

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Ethics and
values

Establishing
Leadership a BCMS
Working Embracing
with others Business
Continuity

The
Thinking
and innovating
competencies Analysis

The
organisational Solutions
environment The business Design
continuity Enabling Solutions
environment

Validation

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Ethics are standards of personal and workplace behaviour. Values are the morals, principles
and ideals that underpin ethics and behaviours.

Description
All business continuity professionals should behave ethically. Behaving ethically means doing the right thing.
It includes acting in the interests of society, behaving honestly, meeting legal requirements, and maintaining
confidentiality of sensitive information.

Ethical behaviour is covered by the BCI code of professional conduct and its associated processes. Your ethics
and values do not need to be assessed using the competency framework ratings scale.

Behaving ethically builds trust and confidence in you as an individual, in the business continuity management
community, and in the profession as a whole.

Having an ethical framework also supports you as an individual. In situations where you are asked to behave
against the BCI code of professional conduct or your own professional judgement, you are encouraged to seek

Ethics and values

advice and guidance from peers or colleagues.

Elements
The Public Interest
Acting with regard to public health, safety and the environment. Acting with regard to the legitimate rights of third
parties. Complying with applicable laws and regulations. Acting without discrimination against others. Acting
honestly, for example by not making or accepting any offer of bribery or inducement.

Duty to relevant authority

Acting with due care and diligence in accordance with the relevant authority’s requirements. If your professional
judgement is overruled, you should explain the likely risks and consequences and seek advice. Disclosing any
potential conflict of interest between you and the relevant authority. Respecting the privacy and confidentiality of
information to which you have privileged access.

Duty to the profession and the institute

Upholding the reputation and standing of business continuity and the BCI. Promoting public understanding of
business continuity.

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Inspiring, supporting and empowering yourself and others.

Description
Leadership is a way of thinking and behaving that influences and motivates others. It involves creating a compelling
vision of the future that others can relate to. Leadership brings out the best in people, through empowerment
rather than control and collaboration rather than competition. It is about you and your vision and values, regardless
of your position in an organization, and can be developed through practice and reflection.
There are many leadership theories, including contingency theories that highlight the need for different leadership
behaviours in different situations. This is important in business continuity management because different leadership
styles are needed when implementing the different elements and stages of a Business Continuity Management System
(BCMS) and are also needed during an incident.
Leadership involves embracing change and uncertainty and fighting for what you believe is right. This requires
courage and personal resilience so that you can rise above your doubts and fears.

Elements
Self-awareness
Knowing your strengths, weaknesses, limitations and biases. Understanding your emotions and how they affect
your work. Having self-confidence and a sense of your worth.
Sensitivity, respect and inclusivity
Being able to recognise and understand others’ points of view and emotions. Being able to empathise and work

Leadership effectively with different people from diverse backgrounds is important to ensure that your team is as representative as it
can be of the communities you serve and draws on all of the different skills and understanding available.
Leadership styles
Deliberately choosing from a range of leadership styles so that you are effective with different people and in
different situations. Awareness of different leadership theories is useful in developing this element of leadership.
Influencing
Behaving in ways that give others opportunities and encouragement to change their thoughts, beliefs or actions.
Influence can come from your characteristics and relationships rather than your position in the organization.
Negotiating
Reaching agreement with others over a matter of mutual interest, concern or conflict. Includes encouraging others
to reach agreement themselves, especially in a situation where there is conflict.
Motivating
Understanding and satisfying the needs of different people so that their enthusiasm and actions contribute to the
business continuity vision and goals. Motivation can be intrinsic (such as the personal satisfaction gained from
doing a task well or extrinsic (such as promotion or financial rewards.
Courage and personal resilience
Managing yourself so that you are able to cope with challenges and crises without experiencing the negative
symptoms of stress. Regulating your emotions so that feelings such as fear, anxiety and anger don’t prevent you
from thinking clearly and working effectively. Personal resilience can be developed.
Reflective practice
The ongoing process of reflecting on experiences, analysing and making sense of what happened, and deciding
what you will do differently next time you encounter a similar situation. Reflective practice is a key skill for
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Working effectively with other people to achieve productive outcomes.

Description
Working with other people – in teams, and across organizational boundaries and hierarchies – is an essential skill
for business continuity professionals. It includes working with internal and external stakeholders, and with people
from different professions, disciplines and organizational functions.

Working with others overlaps significantly with Leadership. An inclusive leadership style as well as personal
leadership characteristics and behaviours are the foundation for working with other people effectively.

Working effectively with other people includes building and maintaining positive relationships, communicating
effectively, collaborating, facilitating and managing change.

Elements
Managing relationships
Being able to connect with other people, build and maintain positive working relationships and manage conflict. In
business continuity management, this often involves networking with a wide range of people internal and external
to the organization and maintaining relationships of various strengths. Positive working relationships are
collaborative or co-operative. Competitive and adversarial relationships are rarely productive.

Working with others Collaborating

Working with others to create or achieve a shared vision or goal. Collaboration is characterised by high trust and
commitment to ‘the good of the whole’. Co-operation, which is an effective way of working with others to achieve a
known goal, does not need such high levels of trust or personal commitment.

Communicating
Exchanging information and meaning effectively with individuals and groups. Communicating includes speaking,
listening, questioning, writing, presenting and paying attention to non-verbal cues. Communication can be face-to-
face or virtual and by a range of channels including phone, social and other electronic media. Different channels
have characteristics that support different kinds of communication: a concept known as media richness. It is
important to select a channel of appropriate richness for the message and situation.

Facilitating
Providing support to help groups of people become more effective, make choices and reach outcomes. Facilitators
are impartial: they focus on group processes rather than content. Facilitating includes identifying desired
outcomes, planning group sessions, selecting processes that will help the group reach useful outcomes, creating
an environment that encourages participation and acting as a process guide. Good facilitators adapt their plans
during group sessions to suit the needs of the group.

Managing change
Moving an organization or group from its current state to a desired future state. There are many approaches to
managing change and a strong argument that the choice of approach depends on the specific situation. Managing
change includes human factors, as many people are uncomfortable with change. Change can be delivered through
projects and programmes. For many organizations, constant change is normal.

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Actively using a range of thinking types to evaluate information, make decisions and find
solutions to problems.

Description
Thinking can be of different types such as analytical, creative, conceptual and critical. Thinking can also be
described using wider categories such as convergent (homing in on the best solution or decision) or divergent
(generating and exploring many possible solutions or decisions).

Using a range of different thinking types leads to new ways of evaluating data and information, generation of
insights and ideas, and development of effective solutions and decisions.

The BCMS and processes such as innovation and problem-solving benefit from different thinking types at different
stages.

Most people have a preferred way of thinking, but everyone can learn new thinking styles. Various thinking tools

Thinking and
and techniques can be used to switch between thinking types.

innovating
Elements
Thinking types
Awareness of different types and ways of categorising thinking, and being able to actively choose how to think.
Common categories include convergent, divergent and lateral thinking. Common thinking types include analytical,
critical, conceptual (abstract), concrete and creative. Systems thinking is a way of understanding the ‘big picture’
and the connections between parts in complex situations.

Problem-solving
Selecting and using problem-solving strategies and techniques effectively. Problem-solving strategies consist
of steps or stages, each typically based on a different thinking type. Problem-solving techniques are specific
methods such as brainstorming or root cause analysis that can be used as part of a problem-solving strategy.

Innovating
Creating, selecting, developing and implementing new ideas, products and ways of doing things that meet needs
or produce benefits. Different thinking types are needed at different stages of the innovation process.

Thinking tools
Selecting and using appropriate thinking tools in different situations. As well as problem-solving techniques, there
are thinking tools for most thinking types – including lateral thinking and creative thinking.

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Creating and maintaining an organizational environment that supports effective business

continuity management and builds organizational capabilities.

Description
Many factors internal to the organization affect the efficiency and effectiveness of business continuity
management. You should be aware of the factors that affect your organization and, within your sphere of influence,
contribute to creating an environment that supports business continuity management.

Internal factors include the organization’s purpose and objectives, its structure, and its policies and processes. As
well as having a direct effect on business continuity management, these internal factors shape the organizational
culture. Sometimes described as ‘the way things are done around here’, organizational culture itself affects
business continuity management. The way people behave and interact, and the sector and national culture(s in
which the organization operates also affect organizational culture.

The whole-organization nature of business continuity management has much in common with functions such as
quality management, environmental management and knowledge management. This creates opportunities for
developing a mutually beneficial organizational culture and capabilities such as collaborative working practices.

The organizational
The abilities described in the Leadership and Working with others competencies are relevant to influencing and
shaping the organizational environment. Systems thinking (described in Thinking and innovating) is useful in
seeing the big organizational picture.

environment Elements
Internal factors
Understanding and, within your sphere of influence, shaping organizational objectives, structures, policies and
processes to improve the environment for business continuity management.

Organizational culture
Contributing to a culture that supports effective business continuity management. Organizational culture means
the values, attitudes and behaviour of an organization that contribute to the unique social and psychological
environment in which it operates. Whatever your career level or role, the way you behave towards others makes a
difference to the culture. Contributing to organizational culture includes promoting and championing business
continuity management in your organization; understanding the influence of the sector and national culture(s that
affect your organization; being prepared to challenge behaviours that do not support effective business continuity
management; and, within your sphere of influence, shaping other internal factors.

Opportunities for organization-wide improvement

Exploiting synergies with other organization-wide functions to develop mutually beneficial organizational
capabilities. Working with functions such as quality management, environmental management, knowledge
management, and health and safety to develop capabilities such as collaborative working and to create an
organizational culture that supports many organization-wide functions.

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Understanding and shaping the evolving role, scope and practice of business continuity
management in a changing world.

Description
Many factors external to the organization affect business continuity. Social, technological, environmental,
economic, political, legal and ethical factors affect organizations’ business continuity needs and the way business
continuity programmes are delivered. Worldwide developments and innovation in business continuity thinking and
practice create new ways of working.

Business continuity is also affected by the wider organizational resilience landscape. Business continuity is one of
many inter-related professions, disciplines and practices that contribute to building and improving the resilience of
organizations. This means there is no single source of resilience knowledge, so everyone benefits from the
professions working together to pool and develop their knowledge. As the organizational resilience landscape
evolves, so does the role, scope and practice of business continuity management.

Business continuity professionals should be aware of external factors, adapt working practices, and where
possible promote and help shape the future role, scope and practice of business continuity and organizational
resilience.

The business Elements

continuity External factors

Developing an awareness and understanding of external factors that affect the role, scope and practice of

environment business continuity management.

Keeping up to date with changes and developments external to the organization that affect business continuity
management. Adapting working practices to reflect these changes and developments. Where possible and within
your sphere of influence, shaping external factors such as legislation and regulations.

Working with other resilience professionals

Respecting, collaborating with and valuing the different perspectives of other resilience professionals. Examples
include networking, benchmarking activities, and participating in external resilience events.

Organizational resilience is defined in ISO 22316: 2017 Security and resilience – Organizational resilience – Principles
and attributes as the ability of an organization to absorb and adapt in a changing environment. Other professions
and disciplines that contribute to organizational resilience include emergency management, crisis management,
health and safety, physical security, information security and risk management.

Championing
Championing and promoting business continuity and organizational resilience externally, for example in
published articles and at conferences.

Shaping the future

Shaping the future role, scope and practice of business continuity management and organizational resilience. For
example, through mentoring others, involvement in joint research and development projects, and instigating and
participating in cross-disciplinary activities organized by the BCI and other professional associations.

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www.thebci.org Establishing the foundations of an effective Business Continuity Management System by defining
scope, developing a business continuity policy and implementing governance arrangements.

Description
The Business Continuity Management System provides a structure that supports the organization’s strategic objectives and
proactively builds the capability to continue business operations during disruption. Establishing the BCMS requires a series of
interrelated activities including defining the scope of the BCMS, developing a business continuity policy, establishing governance and
establishing how the BCMS will be monitored, reviewed and continually improved over time.

Establishing a BCMS is Professional Practice 1.This professional practice is one of the two professional practices that underpin the
BCMS and which are categorised as management practices. It requires leadership and management competencies -
particularly working with others, the organizational environment and the business continuity environment - as well as the
elements listed below.

Elements
Coordinating the activities needed to establish a BCMS
Selecting and using appropriate project management tools and techniques to establish and support the development of
the BCMS. Enabling early engagement with stakeholders to understand their needs and expectations and to identify
opportunities for collaboration. Identifying and using relevant standards and accepted best practice for project

Establishing management.
Defining the scope of the BCMS
Ensuring the BCMS is aligned with the organization’s objectives, strategy, culture and policies. Ensuring the best use of available

a BCMS resources, such as budget. Selecting and using appropriate methods and techniques. Understanding the factors to be taken into
consideration when determining the products, services and locations that should be included or excluded within the scope of the
BCMS.
Establishing the business continuity policy
Developing a fit-for-purpose policy that is appropriate to the organization. Working with those responsible for creating policies to
ensure that the policy reflects best practice and can be communicated to, and understood by, the whole organization. Facilitating
sign-off by top management. Ensuring that systems are in place to review and update the policy.
Establishing governance
Establishing a governance structure and governance activities for the BCMS that will be effective both during development and on an
ongoing basis. Ensuring governance is aligned with the overall structure of the organization. Defining accountabilities for top
management and assigning roles for implementation and maintenance of the BCMS to individuals and teams. Ensuring that
individuals and teams have the required skills and competencies.

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Raising awareness of, and commitment to, business continuity so that it is embraced as an
integral element of organizational culture and an established part of business as usual activities.

Description

A fit-for-purpose BCMS derives from a corporate culture that has embraced business continuity. Embracing supports
the requirements present in policies and audit requirements and is an outcome of education, awareness and a greater
understanding of the reasons why the organization needs protection from operational disruptions. Where the culture
embraces business continuity, stronger believes and more constructive attitudes result in improved behaviours.
Embracing Business Continuity is Professional Practice 2: This professional practice is one of the two professional
practices that underpin the BCMS and which are categorised as a management practices. It requires leadership and
management competencies - particularly working with others and the organizational environment - as well as
the elements listed below.

Embracing Elements

Business
Understanding the organization’s culture
Identifying the factors that affect culture and recognising cultural attributes. Identifying and engaging interested parties.
Selecting and utilising appropriate methods and techniques to understand and assess culture

Continuity
Understanding business continuity culture
Understanding that a business continuity culture is one where business continuity forms part of the operational fabric of
the organization. Identifying and applying indicators to determine the impact of top management embracing business
continuity. Identifying and applying indicators to determine the extent to which personnel are embracing business
continuity.
Improving the organization’s BC culture
Assessing the context and culture of the organization to inform the approach and communications method needed to
engage personnel and raise awareness of the importance of business continuity. Selecting and using appropriate
methods and techniques such as building relationships, securing executive support and sponsorship, collaboration with
other disciplines, programme marketing and establishing targeted training and awareness initiatives.
Measuring the organization’s BC culture
Understanding the importance and relevance of measuring BC culture. Selecting and using appropriate methods and
techniques to measure BC culture taking into account the strengths and weaknesses of different methodologies.

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www.thebci.org Reviewing and assessing an organization’s business continuity requirements using appropriate methods
and resources.

Description
The BCMS uses two organizational analysis techniques, the Business Impact Analysis (BIA) and Risk Assessment (RA). The BIA
estimates the impacts of disruption over time to determine the organization’s response, recovery priorities and resources requirements
(the BC requirements). The RA identifies the disruption risks to the organization’s prioritised activities and required resources. The BIA
is the foundation for designing effective recovery strategies and plans.
There are three types of BIA, which provide progressively greater levels of understanding: Product and Service BIA, Process BIA and
Activity BIA. These can be used independently or in combination, depending on the size, complexity and type of organization – and on
the scope of the business continuity programme.
Analysis can lead to revision of the scope of the BCMS and might highlight areas for improvement in the organization that are not
directly related to business continuity.
Analysis is Professional Practice 3. It is a technical practice but also requires leadership and management competencies -
particularly, working with others, the business continuity environment and thinking and innovating - as well as the elements
listed below.

Elements
Business impact analysis
Determining an appropriate BIA approach relevant to the size, complexity and type of the organization and the scope of the BCMS.
Understanding and conducting different types of BIA as required. Selecting and using appropriate methods and tools for collecting and

Analysis analysing data. Evaluating data to determine the Maximum Tolerable Period of Disruption (MTPD) and the Recovery Time Objective
(RTO). Consolidating and reporting by performing a final analysis to combine all the results of the BIA and finalise the business continuity
requirements. Reporting the results and requirements to management clearly, credibly and comprehensively.
Risk assessment
Using risk assessment techniques and processes to identify, analyse and evaluate risks of disruption. Applying risk assessment
methods such as risk matrices and risk scores. Determining unacceptable levels of risk and single points of failure. Establishing a
process for regular review and monitoring the risk assessment and for updating risk assessments following changes to the operating
environment.

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Assessing, selecting and agreeing strategies and solutions that enable an organization to
mitigate risks and achieve continuity in the event of an incident.

Description
Solutions Design specifies how the organization will meet its business continuity requirements. The goal is to design
strategies and solutions that enable the organization to resume business operations within the approved continuity
requirements and to identify capabilities to mitigate unacceptable risks and single points of failure. The requirements are
based on the approved outcomes of the analysis stage.
Developing strategies and solutions is a three-step process which includes gap analysis, identification of a strategy to
close gaps and the design and selection of solutions that deliver strategies. Mitigating unacceptable risks and single
points of failure requires collaboration with those across the organization who understand the items with unacceptable
risks or the single point dependency to identify solutions.
Solutions design is Professional Practice 4. It is a technical practice but also requires leadership and management
competencies - particularly, leadership, working with others and thinking and innovating - as well as the elements listed
below.

Elements

Solutions Strategies to resume business operations

Selecting and using appropriate methods and techniques. Carrying out a gap analysis to compare existing continuity
capabilities with the requirements determined in the analysis stage to identify any shortfalls or over-investment.

Design Identifying, creating or updating solutions and mitigation measures to meet business continuity requirements. Working
with others to discuss activities and resources and to develop new, enhanced or alternate strategies and solutions
taking into account specification, advantages and disadvantages, implementation time, and costs involved in
development, implementation and maintenance.
Developing and selecting solutions for resources such as: people; information and data (vital records); facilities,
equipment, raw materials, consumables etc; IT systems and applications; transportation and logistics; finance;
suppliers and outsourcing partners.

Mitigating unacceptable risks and single points of failure

Collaborating with risk owners to develop new, enhanced or alternate strategies and solutions taking into account
specification, advantages and disadvantages, implementation time, and costs involved in development,
implementation and maintenance. Selecting and using appropriate methods and techniques including the use of
workshops.

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Establishing and maintaining the agreed business continuity solutions, mitigation measures and
the supporting plans and procedures.

Description
Enabling solutions prepares an organization to manage an incident by putting into practice the solutions agreed in the
solutions design stage in order to ensure that a response structure and plans can be deployed when required. It
encompasses three types of activities: implementing the BC solutions; designing the response structure; deploying BC
plans.
Organizations often have multiple business continuity plans to cover different products, services, locations or
departments. Multiple plans can also be created to address the strategic, tactical and operational requirements of an
organization. Plans can be developed to address a specific known risk but, in most cases, need to be flexible enough to
be used to respond to any incident that occurs – regardless of its cause.
The response structure and business continuity plans should be reviewed and updated regularly to keep them up to date,
effective and (where there are multiple response teams and plans) aligned.
Enabling Solutions is Professional Practice 5. It is a technical practice but also requires leadership and management

Enabling competencies - particularly, working with others and the organizational environment - as well as the elements listed
below.

Solutions Elements
Implementing BC solutions
Applying project management skills and project techniques to implement solutions. Working with internal and external
colleagues to ensure that solutions can be deployed by relevant parties.
Designing the response structure
Establishing a response structure that reflects the size, complexity and nature of the organization and which supports the
agreed business continuity solutions. Ensuring that roles and responsibilities are clear and that documented procedures
support the teams.

Communications
Collaborating with others across the organization to ensure that procedures for communications are developed and in
place. Applying appropriate methods and techniques when preparing guidance and documentation.

Developing and managing plans

Understanding and applying best practice principles and processes in the development and presentation of plans.
Determining requirements and ensuring that key information is included in plans such as roles and responsibilities,
activation and mobilisation arrangements etc. Understanding the requirements for different types of plans (eg strategic,
tactical, operational, scenario specific, return to business as usual etc). Determining the requirements and establishing a
system for ongoing review and maintenance of plans.

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Confirming that the plans and procedures in place are up to date and effective and the
established BCMS remains fit for purpose.

Description
Validation ensures that the findings of the analysis are proportionately and reasonably reflected within the BC solutions
design. It tests that the implemented solutions, in combination with the response structure and BC plans, work according
to the agreed specifications and are commensurate with the size, complexity and type of the organization.
Validation provides methodologies to measure the quality and effectiveness of the BCMS and BC capability, the
competence of individuals and team cohesiveness. It is achieved through the combination of exercising, maintenance
and review.
Validation is Professional Practice 6. It is a technical practice but also requires leadership and management
competencies- particularly, leadership, working with others and the organizational environment - as well as the
elements listed below.

Validation
Elements
Developing an exercise programme
Developing and managing an exercise programme to assess, train and continually improve the organization’s BC
capability. Defining the exercise programme goals and ensuring that all elements that could be relevant during a
disruption are covered such as technical systems and equipment, procedures, capabilities and preparedness of
individuals, timeliness, resource availability and different locations. Understanding and using the five different types of
exercise methodology: discussion-based; scenario; simulation; live; test.

Developing an exercise
Designing and planning specific exercises, taking into account relevant factors such as costs and benefits, management
of risks, plausibility, objectives, preparation and participants. Preparing for and conducting specific exercises.
Establishing and conducting debriefing arrangements to gather participants’ experiences and identify improvements to
plans, procedures, training and awareness activities. Following up to ensure any issues raised by the exercise are
addressed.

Maintenance
Embedding regular maintenance of the BCMS in business as usual activities. Identifying and responding to triggers for
change such as lessons learned through exercises, changes to the operating environment or changes to the
organization’s products, services, activities or infrastructure.

Review
Ensuring regular reviews are conducted to evaluate the BCMS for continuing stability, adequacy and effectiveness as
well as to identify opportunities for improvement. Selecting and scheduling different types of review such as: audit, self-
assessment, quality assurance, performance appraisal, supplier performance etc. Analysing and reporting on feedback
from reviews to promote further improvements.

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BCI
Membership Affiliate
Student
CBCI AMBCI MBCI FBCI

Grades

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 GRADES* CRITERIA BENEFITS SUGGESTED DEVELOPMENT

FBCI FBCI FBCI

• • 20 hours of CPD each year
FBCI community and be able demonstrate this activity • prestige – knowing you have achieved • Volunteering
Can reformulate or develop • Must have completed 20 hours of CPD within the past year the highest possible grade available • Speaking engagements
original thinking in this subject Then either; • Research contributions
• Must have held MBCI and must supply evidence of • Awards submissions
AND/OR apply advanced or
Advanced competency against 6 competencies • Content production
specialist understanding to OR
solve complex problems. • Can supply evidence of Comprehensive competency
against 5 competencies AND evidence of Advanced
competency against the remaining 6 competencies
MBCI MBCI MBCI
MBCI • Must have completed 20 hours of CPD within the past year • Professional Practice courses
Comprehensive Then either; • may act as a Mentor • Business Continuity
understanding of the • Must have passed CBCI exam, or hold The Business Management BCI Diploma
subject and can evaluate Continuity Management BCI Diploma or hold AMBCI • Volunteering
information that might be • Must supply evidence of Comprehensive • Speaking engagements
complex AND/OR can apply competency against 7 competencies • Research contributions
this in day-to-day work to OR
• Awards submissions
solve complex problems. • Can supply evidence of Comprehensive
• Content production
competency against 11 competencies
AMBCI AMBCI AMBCI
• Must have completed 20 hours of CPD within the past year • Professional Practice courses
AMBCI • Must have passed CBCI exam or hold The Business • full access to BCI research • Business Continuity
Foundational understanding Continuity Management BCI Diploma • 15% discount on selected BCI products and events Management BCI Diploma
• Must supply evidence of Foundational • free subscription to printed copy of • Volunteering
approaches AND/OR apply competency against 5 competencies Continuity & Resilience magazine • Speaking engagements
this in day-to-day work to • Awards submissions
• Content production
• Attend events and grow personal network

CBCI CBCI CBCI CBCI

Demonstrates knowledge • Must have completed 20 hours of CPD within the past year • Professional Practice courses
of the BCI Good Practice • Must have passed the CBCI exam • eligible for BCI CPD programme • Attend events and grow personal network
Guidelines; level may be • 10% discount on selected BCI products and events
upgraded upon submitting • internationally recognised credential
evidence of professional • access to Regus facilities and
experience
t
• • join BCI Mentoring programme as a mentee • Introduction to Business
Af liate/Student who is considering pursuing a career as a BC professional • free GPG download Continuity course
• Student – An individual who is currently • 5% discount on selected BCI products & events • Good Practice Guidelines Training
member, evidence undertaking study on either a full time or part time • access BCI membership social media groups
of knowledge and course that is related to BC or resilience • Business Continuity
• claim third party discounts on conferences etc
professional experience Management BCI Diploma
• free digital Continuity & Resilience magazine
has yet to be supplied • e-Learning course - Introduction
• online access to the Continuity & Resilience Review
to Business Continuity

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Correct at September 2020