Welcome Exercise Gold Dawn – lessons learned Date 2 June 2004
The talk • The task & its development • Alternative drivers • Exercise planning • Style • Scenario • The exercise conduct • Umpiring • Conclusion
ScottishPower ScottishPower organisation Corporate ITBS Shared Service Centre PacifiCorp & PPM Infrastructure SPUK USA Energy Management Generation CS&S Incident Management Organisation Corporate Crisis Management Team CS&S BRT (Business Recovery Team) DRT (Departmental Recovery Team)
The task No Key Mileston Measure % Progress Comment Objectiv es dates s Weightin s es g 4 Live Nov-03 Risks 30 testing of identified the 3 key Paper risks produced identified Managem via ent business agreemen impact t analysis Simulatio n
Interpretation • Carry out a major exercise involving live working and customer calls at the Livingston Recovery Centre Telephony set up & IT set up Invocation of the plan / recovery centre Substantial number of staff Business Recovery Team Transport Plan Incoming staff briefing Training Business unit set up Initial action after incident Departmental Recovery Teams Plan development workshops Plan Writing
Fitted together First 36 hours of an incident Exercise A Exercise B Exercise C Exercise D •Initial •Initial •Set up of IT & •Transport response to an meeting Telecoms •Reception incident •Coordinate •Application •Live working •Set up DRT response testing •Implement •Executive •Business unit plans Briefing preparation •Carry out •Invoke the notifications recovery •DIIA contract 14 April 19 April 26-27 April 28 April + Pre-exercise - Plan development & preparation
Alternative drivers 1. Deadlines 2. Make people use what they have given 3. Raise the profile 4. Link the exercises 5. DIY, cost and impacts 6. CEO involvement
Exercise planning 4. Production of 1. Planning team documentation consisted of 5. Pre-event meetings • Chairman 6. Plan development • IT &continuity planning • Telecoms • Facilities • Internal communications • Umpires • Other business units involved 2. Started December 3. Meetings
Exercise Style • First attempt very little pressure • Live exercise but minimum of inputs • Day & outline scenario known • Compartmentalised • Definite output & link to the next exercise • DIIA Exercise A • Director briefing • Executive Briefing Live working
Scenario 1030 • • Cathcart campus was evacuated at the request of the police and staff were taken to Spean Park. 1100 • o Police inform all those evacuated:- A WWII bomb has been found in the area of the Datacentre while • a contractor was digging to repair a leaky water pipe. The Police have said that it will take them 3-4 days to defuse the bomb and in the meantime no staff will be allowed on to site. o All staff have been evacuated to Spean Park and a roll call has been taken • o Five CS&S staff have not been accounted for. Staff has said that during the evacuation there was an • accident at the marble staircase where a number of staff fell down the stairs. There were some injuries and the staff were evacuated by ambulance. o A decision will be made shortly to invoke business continuity plans, invoke Livingston and for the • DRTs to make their way to Hampden to start the implementation of their plans. 1200 • • Additional information • Information available on the casualties � § Broken leg (compound fracture and lost quite a lot of blood) –DCC Mrs X � § Broken Arm - Finance Mrs K � § Cut head - Call Centre Mr C � § Bruises – Settlements Miss A and Mrs B • It is believed that there is another bomb in the area and so staff will not get into the building for 10 days.
What happened Exercise A • Fire bell & DRT callout • Police & Director briefing • Executive callout & briefing • Bussed to Hampden • Start work • Update • DIIA taken from them • Plan leaders feedback • 130 people
Lessons learned • Concept worked well • Walk through as well as exercise • Lots of interdependencies found • Battleboxes – contents & CDs • Directors DIIA's • Umpiring good
What happened Exercise B • Met 2pm • MD + first line reports • Meeting fixed agenda • Other two business units met elsewhere • Coordination meeting • Presentation to the CEO
Lessons learned • First time directors see their plans • DIIA sent back • Provided the output • Not enough time for discussion • No time for issues such as communications & media • CEO briefing not enough to get their teeth into • Follow on crisis management exercise • Feedback
What happened Exercise C • IT & telecoms set up • Plan Leaders set up
Lessons learned • Application testing fine • Read instructions • Importance of a good buffet
What happened Exercise D • 122 bussed from Hampden • Reception briefing • Plan Leader to floor • Start work • Site coordination meeting • Lunch • Home
Lessons learned • Concept worked well • Order in the busses • Manage expectations at centre • Security guard • Drives • Feedback 83.3% working successful • Long term?
Umpiring • Importance of feedback • Exercise A • Umpire observation
Results Gold Dawn Exercise A Observation Results 120% 100% 80% rcentage score 60% Pe 40% 20% 0% t U e n s t s n s s s n c e e g B g C e M e t e e e n r n o n n m c D m l t c a l a n C R i e a i n t i i h l a R m e S i l e v l a S l l D C i p i r s B l M g B C n e e e s p m i R a b l C i s s F l u l & t n o l a t e a y & r e o a n C C g t e g s I S M r m G r n s i E & e u i n o t t e i B y r d E e t s k t e i m u l r a a r C o C u M Q t s u C Department
Umpiring • Importance of feedback • Exercise A • Umpire observation • Plan leaders feedback • Exercise B • Exercise D • Delegates • Plan leaders
Conclusion • Doesn’t need to cost lots in time or money • Live working as a first time works • Style important • Tie it all together with definite outputs • Involve senior management • Cant lose
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