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It is used for minimum viable continu…", "content_tier": "db_backed", "quality": "reviewed", "publication_status": "published_reviewed", "version": "core-reviewed-term-summary-v1", "last_reviewed_at": "2026-05-14T00:00:00.000Z", "sources_count": 2, "limitations_key": "core-trust-policy-v1-2026-06-22" }, "aliases": [ { "text": "事業継続計画（BCP）", "type": "display_name", "locale": "ko-KR" }, { "text": "Business Continuity Planning", "type": "english_name", "locale": "en-US" }, { "text": "BCP", "type": "abbreviation", "locale": null }, { "text": "ビジネス・コンティニュイティ・プランニング", "type": "katakana", "locale": "ko-KR" }, { "text": "事業継続計画（BCP）", "type": "localized_title", "locale": "ja-JP" } ], "content": { "definition": { "key": "definition", "title": "一言でいうと", "text": "Business Continuity Planning is the planning practice that decides which business activities must continue, at what minimum level, and through which recovery path during disruption. It is used for minimum viable continuity plan by reading business impact, recovery time objective, recovery point objective, staffing fallback, and supplier readiness and deciding what must be protected first when normal operations cannot continue.", "items": [] }, "formula": null, "boundary": { "key": "boundary", "title": "含めるもの / 含めないもの", "text": "Keep the inclusion and exclusion rules stable so decisions can be compared over time. Include | critical activities, minimum service level, recovery objectives, owner roster | These decide what survives the disruption Exclude | nice-to-have projects, unranked task lists, outdated contact trees | They slow action when capacity is limited Define explicitly | RTO, RPO, manual workaround, external communication owner | The plan must say what to do before normal operations return", "items": [ "Include | critical activities, minimum service level, recovery objectives, owner roster | These decide what survives the disruption", "Exclude | nice-to-have projects, unranked task lists, outdated contact trees | They slow action when capacity is limited", "Define explicitly | RTO, RPO, manual workaround, external communication owner | The plan must say what to do before normal operations return" ] }, "usage": [ { "key": "meaning", "title": "意味", "text": "Business Continuity Planning is a practical concept for improving operating, risk, and organization decisions. It makes business impact, recovery time objective, recovery point objective, staffing fallback, and supplier readiness visible under shared assumptions so teams can decide what must be protected first when normal operations cannot continue. Without clear business continuity planning boundaries, owners, and review cadence, teams can improve one local view while moving business continuity planning pressure elsewhere.", "items": [] }, { "key": "usage", "title": "役立つ場面", "text": "Business Continuity Planning changes decisions by turning business impact, recovery time objective, recovery point objective, staffing fallback, and supplier readiness into evidence for where scarce capacity and budget should go. It sets boundaries so improvement, control, resilience, and customer impact can be weighed in the same review. It makes what must be protected first when normal operations cannot continue operational by naming owners, triggers, and review cadence instead of leaving the concept as a discussion point.", "items": [ "Business Continuity Planning changes decisions by turning business impact, recovery time objective, recovery point objective, staffing fallback, and supplier readiness into evidence for where scarce capacity and budget should go.", "It sets boundaries so improvement, control, resilience, and customer impact can be weighed in the same review.", "It makes what must be protected first when normal operations cannot continue operational by naming owners, triggers, and review cadence instead of leaving the concept as a discussion point." ] }, { "key": "usage", "title": "使い方のポイント", "text": null, "items": [ "Rank activities by customer, cash, legal, safety, and reputation impact.", "Define minimum service levels before writing long recovery procedures.", "Assign owners for people, workplace, systems, supplier, and communication workstreams.", "Run scenario exercises that prove the plan can be used under stress.", "In every Business Continuity Planning review, record the customer impact, risk tradeoff, accountable owner, and next review date alongside the metric movement." ] }, { "key": "drivers", "title": "何が数字を動かすか", "text": "Breaking the topic into drivers shows which operating action is likely to move the result. Business impact | Higher customer or cash impact raises priority | Use scenario loss, not only department preference Recovery dependency | Missing data, people, or supplier capacity delays restart | Test the weakest dependency Plan freshness | Stale contacts and tools break execution | Review after org, vendor, or system changes", "items": [ "Business impact | Higher customer or cash impact raises priority | Use scenario loss, not only department preference", "Recovery dependency | Missing data, people, or supplier capacity delays restart | Test the weakest dependency", "Plan freshness | Stale contacts and tools break execution | Review after org, vendor, or system changes" ] } ], "misunderstandings": [ { "key": "misunderstandings", "title": "よくある誤解 / 落とし穴", "text": null, "items": [ "A thick continuity document is weak if teams have not practiced the handoffs.", "Restoring systems is not enough when staffing or supplier capacity is unavailable.", "Every activity cannot be equally critical during a severe disruption." ] } ], "examples": [ { "key": "examples", "title": "最小例", "text": "A subscription company ranks billing, support intake, and security response above new feature releases. It defines a minimum viable continuity plan, assigns owners, tests a cloud-region outage, and finds that supplier notification is missing. The plan is revised before the next exercise. In this example, Business Continuity Planning is treated as an operating decision that connects constraints, ownership, measurement, and review, so the team can reassess the change using the same evidence later.", "items": [] } ], "comparisons": [ { "key": "comparisons", "title": "似ている言葉との違い", "text": "Operational resilience planning | Starts from service impact tolerance | BCP translates continuity priorities into practical workstreams Disaster recovery | Restores technology | BCP also covers people, suppliers, workplace, and communications Enterprise risk management | Prioritizes risk exposure | BCP prepares the operating response to selected disruptions", "items": [ "Operational resilience planning | Starts from service impact tolerance | BCP translates continuity priorities into practical workstreams", "Disaster recovery | Restores technology | BCP also covers people, suppliers, workplace, and communications", "Enterprise risk management | Prioritizes risk exposure | BCP prepares 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Business impact | Higher customer or cash impact raises priority | Use scenario loss, not only department preference Recovery dependency | Missing data, people, or supplier capacity delays restart | Test the weakest dependency Plan freshness | Stale contacts and tools break execution | Review after org, vendor, or system changes Business impact | Higher customer or cash impact raises priority | Use scenario loss, not only department preference Recovery dependency | Missing data, people, or supplier capacity delays restart | Test the weakest dependency Plan freshness | Stale contacts and tools break execution | Review after org, vendor, or system changes", "source_refs": [ "concept:business-concept-0213:en-US", "concept:business-concept-0213:ja-JP", "manual_promotion_packet:synthetic-business-concepts-batch3-2026-04-28" ], "content_hash": "501da711710570a41b686053033feebf40754472653da683890aab3e65a89dba" }, { "chunk_id": "core:chunk:business-continuity-planning:ko-KR:misunderstandings:d612354a2ab6f5d8", "section_key": "misunderstandings", "heading": "よくある誤解 / 落とし穴", "text": "A thick continuity document is weak if teams have not practiced the handoffs. 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