This is the second paper in a set of 10 on Department of Defense (DoD) Continuity of Operations (COOP) that target the oft-overlooked smaller program as a use case. Written as part of the Master’s program in Information Assurance (IA) at Norwich University in 2011 and subsequently submitted to the Federal IT Institute, they provide a complete roadmap to create and operate a compliant, cost-effective, and reliable COOP program throughout DoD.
This paper, the second in a ten-part series, provides useful techniques to jump-start a full Continuity of Operations (COOP) program can be implemented for a small, non-mission-critical Army program operating under tight budgetary and personnel constraints.
For “national mission essential functions” (NMEFs), the Department of Defense (DoD) provides clear policy guidance on the need for a verifiable Continuity of Operations (COOP) program, which is the military and federal government equivalent of an implemented Business Continuity Management (BCM) plan. Establishing a COOP Program within a smaller Army program, with that Army programâ€™s less ambitious mission, can be challenging although still necessary for the Army program to achieve its mission. This paper, the second in a ten-part series, examines how such a program can be started within a small Army program.
Because a COOP Program affects the entire organization to which applies, one must have direct support from the top. In fact, a COOP Program works best when implemented in conjunction with a clear chain of command so that every person within the organization understands his or her role. This paper presents a simple and effective set of techniques to motivating oneâ€™s “champion,” tailoring Army policies to meet the local programâ€™s COOP requirements, and assigning responsibilities to key organizational stakeholders. The paper closes with a summary and recommendations for next steps.
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