A7: Changing Consumer Preferences Means Changing Operational Models
Cyrus Green, T. Rowe Price                 
T. Rowe Price (TRP) has experienced a growing client preference to engage online or by mobile phone. This led to the decision for TRP to close one of three operational sites, which would impact manageable risk: Operational, Business Continuity, Incident Response, and Vendor. As TRP traditionally relies on three sites to manage contingency by shifting work to alternate sites, learn about its experience in adapting their recovery strategies when redundant operational resources are removed.



C18: Beware of Whispers in the Night: Why Risk Assessments Provide Limited Value
Geary Sikich, Logical Management Systems, Corp.
Effective risk management can only be achieved when one understands the breadth of an enterprise’s sphere of operations. Internal programs must integrate with external exposures. The enterprise cannot effectively implement a risk management program if it does not include its “value chain” in the process.  The problem faced by today’s enterprise is: “how to effectively design and implement a broad-based risk management program. Unseen Consequences are Harmless Until They Are Not. The breadth of unseen consequences poses a risk to government and business alike. “Because we are asking the wrong questions precisely, we are getting the wrong answers precisely; and as a result, we are creating false positives.” Unless we change this paradigm, we will continue to get false positives and find ourselves reacting to the unseen consequences of events instead of being proactive


C19: Crafting an Effective Business Impact Analysis
Carlo Kelejian, Continuity Innovations
The goal of this session is to brainstorm with the attendees to create the “perfect” Business Impact Analysis (BIA). With so many types and styles of BIAs in play, this interactive session will review the various versions of the BIA, then help identify what should really be captured in your BIA. The end-result will be a BIA that the attendees can leave with and put into practice.



C20: Balancing Data Needs and Time Investment
Richard Smith, Veoci
This presentation will discuss the challenges and solutions in developing a BCP/COOP template that will incorporate valuable information without overburdening the plan owner. The challenge in developing a BC or COOP program is in finding the middle-ground: asking for complete information without demanding more time commitment than is absolutely necessary. Finding the right balance for your organization means understanding the politics and dynamics of the end-user, determining the baseline requirements, and strategizing the approach to train and gather the information as efficiently as possible. Success yields an engaged and appreciative pool of managers and directors who value Business Continuity. Failure means many disgruntled high-level individuals and a program that has little value when it comes time to activate.


D8: Enhancing Your ERM: Program Assessment and Maturity
William Hord, Quantivate
Join the presenter as he discusses topics you should be assessing to establish your ERM Program’s effectiveness and increased maturity for future growth. He will be addressing pertinent ERM Program questions such as: Are you achieving the prescribed ERM Departmental Goals and Objectives to drive your program’s success? Is your ERM Governance in need of improvement? Where is your ERM Program today related to its effectiveness at assessing your Strategic Planning and Execution (Top Down ERM)? How can you improve to meet increasing Board, Auditor, and Regulator expectations? Are your Operational process risk assessments (Bottom Up ERM) fully functional and producing useful data as well? These questions as well as others should consistently be addressed and opportunities for advancement determined to continually mature your ERM program for continued success.


E8: Achieve “Top Talent” Status By Honing These Five Traits


Cheyene Marling and Alicia Stevens, BC Management
Degrees and certifications, although beneficial and marketable, will not necessarily predict your professional trajectory. Data shows that if you want to get hired, stay hired, and grow your career you need to embrace five very important traits, build a powerful personal brand, and be adaptable to change. Becoming a top talent requires more than using your expertise to meet the needs of your organization. It necessitates using your talents, creativity, and expertise to think outside of box and advance the success of your team, program, and company.