Contingency Planning Contingency planning is a risk mitigation process for developing back-up plans in anticipation of events (scenarios) that might disrupt ‘business as usual’. Business continuity

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******** **** Brian **** ** **** **** day he does ** ** ***** to the ******** ****** ****** ** ******* up with other ******* ********** *** that particular day ** has *** *** ******* *** ******* ***** and ********* before *** first meeting **** usually ****** ** 900 ** ** ****** have ********* ** all *** ********* ****** ** *** morning ** plans and ***** ******* **** **** and his timing strategy has **** him ** the **** ********* Chief ********* Officer However *** day the *********** ******** **** ** arrived at **** ** *** morning ** ***** *** **** his ********* ******** ****** *** **** hacked ******* ** *** ******* ****** ****** *** *** past ****** *** *** ******** ***** accounts had **** lost ******* ** **** things ***** his ****** ********* **** *** attended an IT conference ** another ******* Unfortunately due ** *** ******* ********** **** could *** **** back until *** following **** In this case *** *** *** *** ******* *** the particular ******** **** **** ***** ** *** ******* *** ********* ** did *** **** *** ***** ** ** **** ** ***** ** this ** **** *** ***** organization ** one ***** **** ******* *** ****** **** ********* ************* should **** *** *** ready *** ******** ******** *** ****** ** *** **** (Burt ** al **** * ************ ** ******** **** ************ scenario *********** is this planning?Due ** *** uncertain ***** we live ** and ***** ************ ***** to ***** ***** ** face any ******* **** come *** *** ************* *** ****** ** shift ***** ******** from the ***** **** know to * *** one by ******** ******** **** ************* ****** *** **** time ** ********** *** ****** **** do so ***** ** ***** ******** *********** and ** * result they ****** ********** *** success if ***** ********** *** the ****** is ******* Nevertheless **** ******* ** the *********** *** ****** ********* or *** ********* business ********** *** **** effective ** *** effective ** **** *** **** **** ******** *** ******** development *** **** ***** ******** Planning ******* ** *** unknown world ********* an ********* **** ***** ************* ****** strategies *** a **** ***** ** ********* outcomes ********* & ******** 2003 ************ Planning also ******** ** ******** **** ***** ******* ** ************* ******* ********* ******** ***** ******** a ******** ** ** a ******** and ****** ******* understand *** think ****** their systems ** ******* Therefore ** becomes * ********* ** ********** effective *** *** ********** **** ******** approaches which are *********** For ******** *** got ****** ****** up ** ***** the **** prominent ********** ******* of * ********** ** became a ******** ******* than *** other ** *** ********** ****** ******* it ****** a *** keys ***** in *** **** ** ****** *** concept ** ******* PC **** makes one **** up ***** *** ******** ***** ******** ******* the **** in the ****** ** Scenario Planning ** ************* ********* ** can ***** ********* ************ ** change *** ** the **** **** ******* * framework ** ************* that **** **** **** in *********** how it **** ****** ******* ***** ****** 2003 * *********** ******** also ******** ** ******* ********* for *** *********** *** adjustment ** * ******** For ******** *** fictitious character ***** ****** **** ***** **** *** ********* **** ***** be **** *** * week ** should **** then ****** *** ***** up ** ** ******** **** ***** **** he usually ******* *** **** **** with him **** *** Planning *** **** * scenario ****** *** ********** ***** **** ***** have ***** *** * *** ** **** *********** ** **** ***** recover if ******* **** ** **** ahead ** *** **** by ensuring that **** make *** ***** decisions and ** *** ***** time **** ******** Planning is *** ***** *** ** ****** (Roubelat **** ** 4)How does Scenario Planning ******* the existing ********* ************** the ******* ** ********* *** ********** the ******** descriptions of scenarios then *** ************ ** in * position ** ********* *** ******** emergence ** * *********** **** *** planning ** ***** **** *** knowledge *** ************* ** *** possible ********* it ****** ********** strategies *** ******* ** **** plan Identifying *** ******** ***** ******* ********** **** *** ***** towards *** ***** ** ******* ** the **** ***** ** ******** ******** (Lindgren & Bandhold 2003)Scenario ******** provides * ********* *** ********** strategy ********* *** *** ********* *********** ** * business ******** However Scenario ******** by ****** **** not ******* as * ********** ****** *** ** ************** Long ***** ********* ******** without *** addition ** **** ******** *************** ******* detailed execution ******** *** resource ********** ******* * comparison ******* Scenario ******** *** **** ***** ********* Planning *** ** **** ******** ******** ***** ** ****** ******** ** ******** **** **** ********* ******** ******* ********* ******** ***** to ********* *** driving forces **** ******** assumptions ********* ******** ** *** ***** **** ******* ** discussing the major ******* ****** *** identifies *** *********** ************* that influence *** market ******** ******** results in developing ******* ***************** ********** **** *** **** to success ** ** uncertain ****** ******* ********* ******** ****** prioritizes *** ********* ** ******* ***** ** ***** ** *** combination of ******** *** ****** ******* **** ***** ******** ******** ***** ****** **** * ****** ****** ***** ** ******** planninga ****** variable *********** ********* **** ** the ***** ***** of an organization ******** **** *** ******** ** * **** ** another may *** ** reflecting ******* ***************** but ************* analysis can ** *********** ** * ********* ************** *************** analysis: ** ** * **** ** commentary ***** ***** the form ** a **** ***** **** ***** *** *** in *** *********** ******** ****** ********* *** ******** *** ******* ** multiple ********* ** ********* Initiative-based ******** ********* ****** **** come ** **** various mixtures ** initiatives ** *** of * starting point ****** a **** ** ********** *** *********** outcome ** *********** ** **** suppression initiatives and *** ********** ** *** ********** *********** ********* ***************** ********** ***** are ********* ******** ** ******** Planning *** instance ** ****** ** organization to understand *** ******* ****** ******* * market ****** ******** the ******* **** may *** ** ********* develop *** *** ********* ********** ** *** business ******* *** *** emerging trends ** **** occur ** *** ****** and ****** *** plan ** *** company *********** with ***** trends ******** ******** is *** all ***** ********** *** ****** *** it ** *** ***** ************* **** *** happen and prepare *** *** ********* outcomes  ReferencesBradfield * ****** G Burt * Cairns * & *** Der ******* * (2005) The origins and ********* ** ******** ********** in ********** ******** ******** Futures37(8) *********** * ****** * ********* * Cairns * & *** *** Heijden * ****** The role ** scenario planning ** ********* *** environment ** **** ** *** *********** ** **** *** *** ************************ ******* ** ********** & ***************** ************* * ***** ******** * (2003)Scenario ******** ************** * * & ****** * G ****** Scenarios **** ******* *** integrated risk management ********** planning36(1) ************** F *************** *** ************* of ******** ********* ***** ****** *** Cairns' scenario *********** *********************** P * ****** Scenario ********* * **** *** ********* ************* management *********** ******** Reedt ******** * Voordijk H ***** ****** * (2014) ****** ***** ** ****** uncertainties ***** **** options *** ******** ******** ******* ** ***************

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