Mitigation > Exercises > Tabletop Exercise

Do your people know what to do in the event of an emergency, disaster or outage?

The primary goal of a tabletop exercise is to identify process and procedural problems within your business continuity plan and/or disaster recovery plan(s). 

A tabletop exercise is an excellent way to assess your company’s capabilities in responding to a disaster using your business continuity plans and disaster recovery plans. It evaluates the participant’s abilities - such as an information technology manager - and skills based on the plan(s) to address or resolve an incident or a potential disaster.  Tabletop Exercises implement a realistic format to include media briefings, realistic messages, and time constraints so as to simulate the stress and challenges faced in a real emergency.

As part of the review we will conduct selected departmental interviews, such as interviews with your information technology management team. The purpose of these interviews is to independently validate critical elements for the development of our scenario and the conducting of the tabletop exercise. After collecting and validating the issues, the ITC team will develop and conduct a disaster scenario table top exercise with the primary focus on the issue(s) most important to you. A written summary of findings and recommendations, called the Tabletop Exercise Report, will be developed and delivered within 30 working days of completing the exercise observations. 

These tabletop exercises have proven to be a crucial part of improving an organization's risk management capabilities.  What's more, through these exercises - and based on our historical business case study reviews and analysis - ITC is able to structure a business continuity plan that helps you reduce asset risk, improve your business risk management skills, and help you improve your disaster recovery strategies and risk mitigation capabilities.

Let our experienced risk management consultant team help you exercise your business continuity plans.

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