Guidance to set up a competence management system that suits and works for the people doing BCMS work under the organization's control. Management works out what competence each BCMS role and duty calls for and the awareness, knowledge, understanding, skills and experience needed to carry it out; everyone given a role shows the required competence and is given whatever training, education, development or other help it takes to get there. A development programme of this kind can include assessing people against defined roles; personal development plans naming the training, education, development and support needed; training and mentoring, with suitable methods and materials chosen; performance review; sharing knowledge; how work is allocated; recruiting or contracting competent people; preparing target groups; recording and tracking the training given; checking the training given against the needs identified, to confirm the BCMS training requirements are met; and improving the programme as needed. There is a process to identify and meet the training needs of everyone taking part in business continuity and to judge how well it works. Useful training topics include setting up and running business continuity, business impact analysis, risk assessment, communication skills, project management, writing and putting in place continuity documentation, and running the exercise programme. Competence is strengthened by counting BCMS achievements in reward, recognition and appraisal, by writing BCMS roles, accountabilities, duties and authority into job descriptions and the organization's skills framework, and by business users and top management taking an active part in rehearsals, exercises and tests; contractors acting for the organization are required to show that their people have the competence the BCMS and their duties demand.
The graph holds this control, the 0 it maps to, and the evidence behind each claim, over MCP and REST.