ABSTRACT
Gaining a positive commitment from executive manage-
ment 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 con-
tinuity 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 effec-
tive enterprise-wide continuity planning strategy and infra-
structure. 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.
