The Business Continuity Institute’s Good Practice Guidelines (GPG) states that tactical business continuity options should be presented to top management, who will make decisions on which tactics should be used and approve the resources and funding for any projects that are required to implement the tactics. It then goes on to state that the business continuity practitioner should then consolidate all the resource requirements from the chosen tactical options to make sure that they are consistent, not in conflict, and to determine how best they should be sourced. This consolidation should then be presented to top management for agreement to any changes in tactics that may be required or to the projects that have been agreed.
So, let me get this right. You present the tactical options to the top management so that you can get them to make decisions and authorise expenditure. Then you consolidate the resources required and go back to the top management for any changes that may be required. What do you think the response from top management is going to be when you go back to them? I suggest that they might just say “Why the hell didn’t you do all this consolidation work before asking us to make decisions in the first place? If you want us to make decisions, give us all the facts, not just a few of them!” Or, maybe you’d just have your contract terminated!
If the theory doesn’t work in practice, then the theory is wrong. My advice is, consolidate the tactical options before going to top management in the first place. It’ll save a lot of time and aggravation, and possibly your contract.