top of page

Service Continuity Management

Updated: Apr 26


The Purpose

The primary purpose of service continuity management is to maintain sufficient service availability and performance in the event of a disaster. The practice is essential in ensuring an organisation can withstand and respond to high-impact disruptions that might compromise its core operations and credibility.

By focusing on organisational resilience, service continuity management supports the ability to enact an adequate response, safeguarding the interests of key stakeholders, including customers, employees, and investors.


The scope of service continuity management is concentrated explicitly on operational risks, particularly those associated with IT services.

While the practice acknowledges various disaster scenarios, from natural calamities to technology-related interruptions, its primary concern is ensuring that IT services recover swiftly and efficiently. This focus helps organisations limit the scope of their continuity efforts to the most critical areas, facilitating more targeted and effective resource management.

Key Benefits

Implementing a robust service continuity management practice offers several benefits.

Firstly, it significantly enhances the organisation's readiness to face disruption by reducing potential downtime and minimising financial losses.

Secondly, it protects and potentially enhances the organisation's reputation by demonstrating reliability and resilience in crises. Lastly, it ensures compliance with industry standards and legal requirements, often mandating specific continuity and recovery capabilities.

Basic Concepts and Terms

Understanding the foundational concepts and terms in service continuity management is crucial for grasping the full scope and implementation of this practice.

Here are some key terms and their definitions:


In the context of service continuity, a disaster is a sudden, unplanned event that causes significant damage or serious loss to an organisation.

Such events are characterised by their substantial impact on business operations, which demands immediate and effective responses to mitigate the consequences.

The definition extends to any event meeting specific business-impact criteria the organisation predicates.

Service Continuity

Service continuity refers to the ability of a service provider to maintain and continue service operations at acceptable predefined levels following a disruptive incident. This capability is integral to an organisation's broader business continuity management, ensuring that critical services remain available during and after a disaster.

Key Terms

  • Recovery Time Objective (RTO): The maximum targeted duration for which a service or activity can be disrupted without causing significant harm to the organisation. RTO is a critical metric in planning recovery strategies, dictating the allowable downtime for recovering services.

  • Recovery Point Objective (RPO): This term defines the maximum acceptable amount of data loss measured before a disaster occurs. Determining the necessary frequency of backups is crucial to ensuring that data losses are within tolerable limits during recovery.

  • Minimum Target Service Level: During a disruption, an organisation aims to provide a minimum acceptable level of service. This target is essential for maintaining critical operations and meeting the basic needs of users and stakeholders during recovery efforts.


Several key processes play a vital role in service continuity management, ensuring the organisation's resilience and ability to recover from disruptions swiftly and effectively.

Let'Let'sve into each of these processes:

Governance of Service Continuity Management

Robust governance is at the heart of effective service continuity management. This process involves setting clear policies, defining the scope of service continuity efforts, and establishing frameworks for awareness and training programmes.

Organisations can better align their service continuity efforts with broader business objectives and risk management strategies by ensuring clear direction and oversight.


  • Scope Definition: This involves defining what parts of the organisation the service continuity management practice will cover, which may involve assessing the criticality of various services, locations, and technologies.

  • Policy Setting: Developing and documenting service continuity policies that outline the management structure, roles, responsibilities, and procedures to follow during a disruption.

  • Awareness and Exercise Programme Development: Creating training programs and simulations to ensure that all stakeholders know the service continuity procedures and are competent to execute their roles effectively. This includes regular exercises to test the robustness of the continuity plans.

Business Impact Analysis

The Business Impact Analysis (BIA) process is fundamental to identifying the most critical business functions and their dependencies.

Through BIA, organisations assess the potential impacts of disruptions on these vital functions, considering factors such as financial loss, regulatory compliance, and reputation damage. This analysis forms the basis for prioritising resources and developing targeted continuity plans.


  • VBF Identification (Vital Business Functions): Identifying and documenting the critical business functions that are essential to the organisation's operations and are prioritised during recovery efforts.

  • Analysis of the Consequences of Disruption: Evaluating the potential impact of disruptions on identified VBFs, including financial, operational, legal, and reputational impacts.

  • VBF Interdependencies Identification: Mapping out and understanding the dependencies between VBFs and other business elements, including IT services, supply chains, and infrastructure.

  • Determination of the Service Continuity Requirements: Based on the BIA, determining specific recovery objectives such as Recovery Time Objectives (RTOs), Recovery Point Objectives (RPOs), and minimum service levels needed during a disruption.

Developing and Maintaining Service Continuity Plans

Once the critical business functions are identified and their impacts assessed, the focus shifts to developing and maintaining service continuity plans.

These plans outline strategies for resilience, response, and recovery and detail the steps to be taken in the event of a disruption. Continual maintenance and updates ensure that the plans remain relevant and effective in the face of evolving threats and organisational changes.


  • Service Continuity Strategy Development: Based on the BIA report, this activity involves formulating a strategy that defines how continuity and recovery will be handled. This includes selecting preventive measures and recovery options that align with the organisation's risk appetite and service continuity requirements.

  • Service Continuity Plans Development: This involves the detailed documentation of the service continuity plans, which includes recovery instructions and procedures tailored to each vital business function and service. This activity also ensures the plans align with overall business continuity strategies.

  • Initial Testing of Service Continuity Plans: Before finalising the plans, they are subjected to initial tests to identify gaps or weaknesses. This testing may involve tabletop exercises, simulations, or full-scale drills to ensure that all elements of the plan function as expected in a controlled environment.

Testing Service Continuity Plans

Regular testing of service continuity plans is essential to validate their effectiveness and identify areas for improvement.

Testing exercises, such as tabletop simulations and live drills, allow organisations to assess their readiness to respond to various scenarios and uncover any gaps or deficiencies in their plans. By conducting tests regularly, organisations can ensure that their teams are prepared to execute the plans effectively when needed.


  • Performing Exercises: Regularly scheduled and ad-hoc exercises are conducted to test the practicality and effectiveness of the service continuity plans. These exercises help to train personnel and identify potential areas for improvement in the plans.

  • Service Continuity Audit: This activity formally reviews the service continuity plans and practices. Audits can be internal or external and aim to verify that the plans are comprehensive, up-to-date, and in compliance with relevant standards and regulations.

  • Updating Plans Based on Exercise and Audit Outcomes: Based on feedback from exercises and audits, service continuity plans may need updates to address identified deficiencies, changes in organisational processes, or shifts in external conditions.

Response and Recovery

When a disruption occurs, the response and recovery process kicks into action. This involves activating the predefined continuity plans, mobilising resources, and implementing measures to restore services to predefined levels.

The response phase focuses on containing the impact of the disruption and initiating recovery efforts, while the recovery phase aims to restore normal operations as quickly and efficiently as possible.


  • Invocation: This is the initial activity where the decision to activate the service continuity plans is made. It involves determining the severity of the incident and its impact on operations and then formally declaring that the continuity plans need to be executed. A designated crisis management team usually makes the decision.

  • Executing Service Continuity Plans: Once the plans are invoked, this activity includes the coordinated execution of the procedures laid out to mitigate the effects of the disruption and begin recovery operations. This includes mobilising the response teams, deploying the necessary resources, and executing the steps detailed in the continuity plans.

  • Recovery Report Creation: During and after the recovery processes are executed, detailed reports are generated that document the actions taken, the timelines of response and recovery, issues encountered, and the effectiveness of the response. These reports are crucial for analysing the continuity plans' performance and future training and plan refinement.

  • Review and Adjustment of Service Continuity Plans: Based on the recovery reports and the lessons learned from the incident, this activity involves making necessary adjustments to the service continuity plans. This ensures that any deficiencies observed during the incident are addressed and the plans are improved to handle future disruptions more effectively.

Relationship with Other Practices

Service Continuity Management does not operate in isolation but interacts with and complements several other practices within the broader framework of business continuity and risk management.

Here's how it relates to other key practices:

Availability Management

Availability Management focuses on ensuring that IT services are available when needed, aiming to achieve agreed-upon service availability and performance levels.

Service Continuity Management complements this by providing strategies and plans to maintain service availability during disruptions. It aligns closely with Availability Management to ensure seamless continuity of services.

Risk Management

Risk Management encompasses identifying, assessing, and mitigating risks that could impact an organisation's objectives.

Service Continuity Management works in tandem with Risk Management by addressing risks related to service disruptions and developing plans to mitigate their impact.

Organisations can better prepare for and respond to potential threats by incorporating risk assessments into service continuity planning.

Business Continuity Management

Service Continuity Management is a subset of Business Continuity Management (BCM), encompassing a broader range of activities to maintain critical business functions during and after disruptions.

While Service Continuity Management focuses on IT service continuity, it aligns closely with BCM principles and objectives to ensure holistic continuity planning across the organisation.

External Partners and Suppliers

Service Continuity Management extends beyond the organisation's boundaries to include external partners and suppliers within the service ecosystem.

Collaborating with external stakeholders is essential for ensuring seamless continuity of services, particularly when dependencies exist on third-party vendors or service providers.

Service Continuity Management thus involves establishing clear communication channels and coordination mechanisms with external partners to facilitate effective response and recovery efforts.

Roles & Responsibilities

Clear roles and responsibilities are crucial for implementing service continuity management effectively, ensuring accountability and coordination throughout the continuity planning and execution process.

Here are some key roles involved:

Service Continuity Manager

The Service Continuity Manager oversees the entire service continuity management process within the organisation. This includes developing and maintaining service continuity policies and procedures, conducting risk assessments, and coordinating with relevant stakeholders to ensure that continuity plans are comprehensive and effective.

Business Continuity Coordinator

The Business Continuity Coordinator works closely with the Service Continuity Manager to ensure that business continuity plans align with organisational objectives and requirements. They liaise with business unit managers to identify critical functions and dependencies, facilitate business impact analyses, and coordinate developing and testing continuity plans.

IT Continuity Coordinator

The IT Continuity Coordinator ensures the continuity of IT services and infrastructure. They collaborate with IT teams to identify critical systems and applications, develop technical recovery strategies, and oversee the implementation and testing of IT continuity plans. The IT Continuity Coordinator also liaises with external IT service providers to ensure alignment of continuity efforts.

Business Unit Representatives

Business Unit Representatives play a crucial role in the service continuity management process by providing insights into their respective business units' operational needs and requirements. They participate in business impact analyses, contribute to developing continuity plans, and ensure that business unit-specific considerations are incorporated into overall continuity strategies.

Crisis Management Team

In the event of a disruptive incident, the Crisis Management Team coordinates the organisation's response and recovery efforts.

This team, typically composed of senior executives and key decision-makers, is responsible for activating continuity plans, mobilising resources, and making critical decisions to mitigate the impact of the incident and restore normal operations.

Employee Awareness and Training

All employees have a role in service continuity management by being aware of their responsibilities during a disruptive incident and understanding the importance of following established procedures.

Employee awareness and training programmes ensure staff members are prepared to respond effectively to emergencies and contribute to the organisation's resilience.

Implementation Advice

Implementing Service Continuity Management requires careful planning and execution to ensure its effectiveness in mitigating risks and maintaining service availability.

Here are some key pieces of advice for successful implementation:

Key Metrics

  • Recovery Time Objective (RTO): Establish clear RTO targets for critical services, indicating the maximum allowable downtime before service restoration.

  • Recovery Point Objective (RPO): Define RPO thresholds for data loss, specifying the maximum acceptable data loss in the event of a disruption.

  • Minimum Target Service Level: Set minimum service level targets to ensure that essential services remain available during disruptions, aligning with business needs and regulatory requirements.

Things to Avoid

  • Lack of Regular Testing: Ensure service continuity plans are regularly tested and updated to reflect technological changes, processes, and business requirements. Regular testing helps identify weaknesses and ensures plans remain effective in real-world scenarios.

  • Overlooking Dependencies: When developing continuity plans, identify and consider dependencies between different systems, processes, and business units. Failure to account for dependencies can lead to gaps in the recovery process and hinder overall resilience.

  • Ignoring Human Factors: Recognise the role of human factors in service continuity management, including staff availability, training, and communication protocols. Provide adequate training and awareness programmes to ensure employees understand their roles and responsibilities during disruptions.

Continuous Improvement

  • Review and Update Plans: Regularly review and update service continuity plans to reflect technological changes, business processes, and risk profiles. Incorporate lessons learned from testing and real-world incidents to improve plan effectiveness.

  • Benchmarking and Best Practices: Benchmark service continuity practices against industry standards and best practices to identify areas for improvement and implement relevant enhancements.

  • Stakeholder Engagement: Engage stakeholders at all levels of the organisation to garner support for service continuity initiatives and ensure alignment with business objectives. Foster a culture of resilience and preparedness across the organisation.

Frequently Asked Questions

Addressing common inquiries about Service Continuity Management can help clarify key concepts and provide guidance to stakeholders.

Here are some frequently asked questions and their answers:

What is the difference between Business Continuity Management and Service Continuity Management?

Business Continuity Management (BCM) encompasses a broader range of activities to maintain critical business functions during and after disruptions, including non-IT-related aspects such as facilities and personnel.

Service Continuity Management focuses explicitly on ensuring IT services and infrastructure continuity, aligning closely with BCM principles to support overall organisational resilience.

How often should service continuity plans be tested?

Service continuity plans should be tested regularly to ensure their effectiveness and readiness.

The testing frequency may vary depending on factors such as the criticality of services, the rate of technological change, and regulatory requirements.

Organisations typically conduct annual testing exercises, with additional tests for critical systems or significant changes to infrastructure or processes.

What role do employees play in service continuity management?

Employees play a crucial role in service continuity management by being aware of their responsibilities during a disruptive incident and following established procedures.

Employee awareness and training programmes ensure staff members understand their roles and can contribute effectively to the organisation's resilience.

How can organisations ensure that service continuity plans remain effective over time?

Organisations can ensure the effectiveness of service continuity plans by regularly reviewing and updating them to reflect changes in technology, processes, and risk profiles.

Incorporating lessons learned from testing and real-world incidents, benchmarking against industry standards, and engaging stakeholders at all levels can help drive continuous improvement and resilience.

What are the key metrics used in service continuity management?

Key metrics in service continuity management include the Recovery Time Objective (RTO), which specifies the maximum allowable downtime for service restoration, the Recovery Point Objective (RPO), indicating the maximum acceptable data loss, and minimum target service levels, ensuring essential services remain available during disruptions.

How does service continuity management interact with external partners and suppliers?

Service continuity management extends beyond the organisation to include external partners and suppliers within the service ecosystem.

Collaborating with external stakeholders is essential for ensuring seamless continuity of services, particularly when dependencies exist on third-party vendors or service providers. Clear communication channels and coordination mechanisms are established to facilitate effective response and recovery efforts.


About the author

Hi, I'm Alan, and have been working within the IT sector for over 30 years.

For the last 15 years, I've focused on IT Governance, Information Security, Projects and Service Management across various styles of organisations and markets.

I hold a degree in Information Systems, ITIL Expert certificate, PRINCE2 Practitioner and CISMP (Information Security Management).


bottom of page