ABSTRACT
Gaining a positive commitment from executive management for continuity planning has been a
persistent issue in our industry since its inception. Without that commitment, it is probable that
management expectations will not be met. To those of us who have been in the business continuity
profession for any time at all, it is clear that we have a long history of bad practice in compelling executive
management to take the steps necessary to ensure an effective enterprise-wide continuity planning
strategy and infrastructure. To rectify this bad practice, I undertook what turned out to be an 18-month
experiment: an attempt to define business continuity planning process metrics; if not precise metrics,
then at least a process by which effective metrics can be developed within organizations.
