Applying Iterative Project Management
Techniques to Business Continuity
• How to execute your projects and program in
manageable installments while delivering
value throughout.
Applying Iterative Project Management
Techniques to Business Continuity
• Do your business continuity projects seem to
drag on forever?
• Are you constantly changing course in the
middle of long projects?
• Are your projects perceived as taking too long
to deliver value?
• Do you have trouble gaining buy in for your
projects?
Applying Iterative Project Management
Techniques to Business Continuity
• Iterative versus Incremental
– Iteration (Iterative) - a procedure in which
repetition of a sequence of operations yields
results successively closer to a desired result
(crawl, walk, run)
– Increment (Incremental) - one of a series of
regular consecutive additions; a minute increase
in quantity (new)
Applying Iterative Project Management
Techniques to Business Continuity
• Iterative versus Incremental
– Iterations are often based on incremental changes
New version of:
• BC plans which adds human continuity elements
• BIA which adds definitions of functions / processes
• Crisis communication plans which adds scenario based
media templates
Applying Iterative Project Management
Techniques to Business Continuity
• Iterative versus Incremental
– Sometimes iterations don’t include incremental
changes
New version of:
• Risk assessment where percent probability and dollars
replace Low, Medium, High
• Business continuity plans with reciprocal arrangements
among departments / divisions / locations for human
continuity (versus reprioritization of work within
affected unit)
Applying Iterative Project Management
Techniques to Business Continuity
• The perfection trap (waterfall projects)
– Delivering value is dependent on the completion
of the project (value is likely to be time sensitive)
– Underlying technology, needs, risks, business
processes, tools used, etc… are in a constant state
of change, changing your target
– When perfection is the goal, the underlying
change causes work to start over, delaying delivery
of value
Applying Iterative Project Management
Techniques to Business Continuity
• Driving success using the concepts of:
– Greatest need
– Greatest risk
– Delivering value early
• By focusing on “greatest” you automatically:
– Provide natural prioritization
– Focus scarce resources in order of priority
Applying Iterative Project Management
Techniques to Business Continuity
• Why “need” is important
– Satisfying stakeholder needs delivers value to
those stakeholders, creating support for the
program
Applying Iterative Project Management
Techniques to Business Continuity
• Stakeholder Needs Assessment
– Identify your stakeholders (board, executive
management, middle management, departments
/ divisions, customers, etc…)
– Identify top 3 to 5 needs by stakeholder in priority
order
– Determine benefit to stakeholder
– Look for commonalities among stakeholder needs
and prioritize
Applying Iterative Project Management
Techniques to Business Continuity
• Why “risk” is important
– Risk and Need are very similar concepts
– Risk is about avoiding negative outcomes
– Retiring risks reduces probability and / or severity
of adverse events
Applying Iterative Project Management
Techniques to Business Continuity
• Delivering value early through iterations
– Shorter duration (earlier feedback on assumptions
and requirements)
– Negotiated, specific deliverables
– Greater chance of successful completion
– More likely to hit an ever moving target
– Each iteration is a building block for long term
success
Applying Iterative Project Management
Techniques to Business Continuity
• Linking need, risk and value to create buy in
– Identify synergies between need, risk and value
– Articulate the business value
– Prioritize with stakeholders
– Determine the minimum action needed to satisfy
need, reduce risk or derive value with
stakeholders
Applying Iterative Project Management
Techniques to Business Continuity
• Where to start (selecting a project, organizing
a project)
– Get agreement from stakeholders on an iteration
which addresses your highest priority item(s)
– Add low cost / low effort work ONLY to gain
synergies on high priority work or to fully allocate
resources
Applying Iterative Project Management
Techniques to Business Continuity
• Iteration planning steps
– Identify your greatest needs, risks and value at any
point in time.
– Identify logical steps to support fulfilling your
needs, reducing your risks and creating value.
– Identify and communicate which needs, risks and
values have been addressed.
Applying Iterative Project Management
Techniques to Business Continuity
• Why it doesn’t all have to be planned out in
advance
– A star to guide by (high level long term vision) will
keep you on course
– Avoids revisions to the long term plan due to
underlying change (there is no detailed, long term
plan)
Applying Iterative Project Management
Techniques to Business Continuity
• Why it doesn’t all have to be planned out in
advance (continued)
– Constantly re-prioritizing and working on highest
priority items
– Laying building blocks for a successful program
Applying Iterative Project Management
Techniques to Business Continuity
• Final thoughts
– Programs early in their maturity have lots of needs
and risks
– Fully mature programs may not need iterations to
address needs and risks (iterations serve to keep
content current)
Jeff Puetz MBCP, ARM, AU
Director - Enterprise Risk Management
Business Continuity Manager
West Bend Mutual Insurance
(262) 334-6451 (office)