Contingency Planning

Developing a Good 'Plan B'

Have a contingency plan

Have a solid Plan B ready.

© iStockphoto/WendellFranks

Fires, floods, tornadoes – these are things that we often connect with contingency planning.

But what if your main supplier suddenly goes bankrupt? Or, your entire sales force gets food poisoning at the annual sales conference? Or, your payroll clerk calls in sick on payroll day?

These things can all cause confusion and disorder if you haven't prepared for them properly. Contingency planning is a key part of this preparation.

As you can see, contingency planning is not just about major disasters. On a smaller scale, it's about preparing for events such as the loss of data, people, customers, and suppliers, and other disruptive unknowns. That's why it's important to make contingency planning a normal part of the way your business works.

Risk Assessment

The need for drawing up contingency plans emerges from a thorough analysis of the risks that your organization faces. It's also useful in thinking about new and ongoing projects: what happens when 'Plan A' doesn't go as expected? Sometimes Plan A simply means 'business as usual.' Other times, with more sophisticated risk management plans, Plan A is your first response to deal with an identified risk – and when Plan A doesn't work, you use your contingency plan.

Use these principles in your risk assessment process:

  • Address all business-critical operations – A good plan identifies all critical business functions, and it outlines ways to minimize losses.
  • Identify risks – For each of these functions, conduct a Risk Analysis   to identify the various risks that your business may face. What has the potential to significantly disrupt or harm your business?

    The end result of a risk analysis is usually a huge list of potential threats: if you try to produce a contingency plan for each, you may be overwhelmed. This is why you must prioritize.

  • Prioritizing risks – One of the greatest challenges of contingency planning is making sure you don't plan too much. You need a careful balance between over-preparing for something that may never happen, and adequate preparation, so that you can respond quickly and effectively to a crisis situation when it occurs.

    Risk Impact/Probability Charts   help you find this balance. With these, you analyze the impact of each risk, and you estimate a likelihood of it occurring. You can then see which risks require the expense and effort of risk mitigation. Business processes that are essential to long-term survival – like maintaining cash flow, staff support, and market share – are typically at the top of the list.

    Note that contingency planning isn't the only action that emerges as a result of risk analysis – you can manage risk by using existing assets more effectively, or by investing in new resources or services that help you manage it (such as insurance). Also, if a risk is particularly unlikely to materialize, you may decide to do nothing about it, and manage around it if the situation arises.

Contingency Planning Challenges

You should be aware of two common obstacles as you begin your contingency planning process:

  • People are often poorly motivated to develop a strong ‘Plan B’, because they have so much of an emotional investment in the ‘Plan A’ that they want to deliver. Stress that Plan B needs to be properly thought-through.
  • There’s often a low probability of a crisis occurring, so people often don’t see contingency planning as an urgent activity. Unfortunately, this can mean that it gets stuck at the bottom of their To Do Lists as a task that never gets done.

Developing the Plan

Remember these guidelines when it's time to prepare your contingency plan:

  • Your main goal is to maintain business operations – Look closely at what you need to do to deliver a minimum level of service and functionality.
  • Define time periods – What must be done during the first hour of the plan being implemented? The first day? The first week? If you look at the plan in this way, you're less likely to leave out important details.
  • Identify the trigger – What, specifically, will cause you to implement the contingency plan? Decide which actions you'll take, and when. Determine who is in charge at each stage and what type of reporting process they must follow.
  • Keep the plan simple – You don't know who will read and implement the plan when it's needed, so use clear, plain language.
  • Consider related resource restrictions – Will your organization be able to function the same way if you have to implement Plan B, or will Plan B necessarily reduce capabilities?
  • Identify everyone's needs – Have people throughout the company identify what they must have, at a minimum, to continue operations.
  • Define 'success' – What will you need to do to return to 'business as usual'?
  • Include contingency plans in standard operating procedures – Make sure you provide initial training on the plan, and keep everyone up-to-date on changes.
  • Manage your risks – Look for opportunities to reduce risk, wherever possible. This may help you reduce, or even eliminate, the need for full contingency plans in certain areas.
  • Identify operational inefficiencies – Provide a standard to document your planning process, and find opportunities for performance improvement.

Disaster recovery specifics are beyond the scope of this article. For more information on this topic, listen to our Expert Interview with Kathy McKee, 'Leading People Through Disasters'.

Maintaining the Plan

After you prepare the contingency plan, you need to do several things to keep it practical and relevant – don't just create a document and file it away. As your business changes, you'll need to review and update these plans accordingly.

Here are some key steps in the contingency plan maintenance process:

  • Communicate the plan to everyone in the organization.
  • Inform people of their roles and responsibilities related to the plan.
  • Provide necessary training for people to fulfill these roles and responsibilities.
  • Conduct disaster drills where practical.
  • Assess the results of training and drills, and make any necessary changes.
  • Review the plan on a regular basis, especially if there are relevant technological, operational, and personnel changes.
  • Distribute revised plans throughout the company, and make sure that the old plan is discarded.
  • Keep copies of the plan off-site, and in a place where they can be accessed quickly when needed.
  • Audit the plan periodically:
    • Reassess the risks to the business.
    • Analyze efforts to control risk by comparing actual performance with the performance levels described in the contingency plan.
    • Recommend and make changes, if necessary.

Key Points

Contingency planning is ignored in many companies. Day-to-day operations are demanding, and the probability of a significant business disruption is small, so it's hard to make time to prepare a good plan.

However, if you're proactive in the short term, you'll help ensure a quicker and more effective recovery from an operational setback in the long term, and you may save your organization from failure in the event that risks materialize.

Contingency planning requires an investment of time and resources, but if you fail to do it – or if you do it poorly – the costs could be significant if a disaster happens.

This site teaches you the skills you need for a happy and successful career; and this is just one of many tools and resources that you'll find here at Mind Tools. Subscribe to our free newsletter, or join the Mind Tools Club and really supercharge your career!

Add this article to My Learning Plan

Comments (9)
  • Midgie wrote Over a month ago
    Hi Eida123,
    Glad you found the article helpful. Are you doing contingency planning in your job and how is it going?

    Mind Tools Team
  • Eida123 wrote Over a month ago
    very helpful. thanks
  • Rachel wrote Over a month ago
    Hi All

    Organizations that don't make contingency plans often do poorly when operational setbacks occur.

    Learn why contingency planning is critical to long-term success, in this week's Featured Favorite resource.

    Best wishes

  • Midgie wrote Over a month ago
    Hi Bigk,
    It is indeed a good thing to meet often!
    Meeting often does help the directions to focus on more than one issue.
    Whether that is in the office or with ourselves, it helps us to stay clear on what we are doing and where we are going and ensures we can make any adjustments so we can achieve our goals!

    The meetings do not have to be lengthy ones, shorter meetings on a more regular basis also works fine!
  • bigk wrote Over a month ago

    I know this is not a current discussion, but I do agree about keeping current about direction and option in both these personal and work issues.

    Meeting often does help the directions to focus on more than one issue.

  • Yolande wrote Over a month ago
    Hi Aeonima & Midgie

    I'd love to type a long reply to what you have both said in the last postings of this thread, but needs to have an urgent board meeting right now.

    Thanks for that reminder - sometimes we can't see clearly simply because we don't take time out to sit and sum up where we are, plan what we NEED (not want!) to do next and what our strategy will be. I am very guilty of just ploughing ahead at times, without making sure that it is the best and most valuable action I can be taking at the time.

    Kind regards
  • Midgie wrote Over a month ago
    Hi Aeonima,
    Thanks for sharing that ... as it does indeed make a positive difference to look at our lives as if it were like a business.

    Some of us wouldn't dream about running a business with no focus, no direction and just let the wind take us in whatever direction it blew! So ... why put up with that in our personal lives.

    Sometimes it is a good to have a regular board meeting with ourselves ... to take stock, see where we are going, what needs to change and what else we could do to make ourselves more successful!

    I'm just facing some personal changes at the moment so I think a board meeting is in order! We have a long weekend coming up this weekend ... so perfect timing!!

  • aeonima wrote Over a month ago
    Hi Midgie,

    Time and again, I sit down and think about "", analyzing the situation as if I were a company.
    It helps me to overcome my passivity and the feeling of being overwhelmed or victimized.

    With a healthy sense of paranoia and a grain of salt, I feel much better and more in control.


  • Midgie wrote Over a month ago
    Interesting article on business contingency planning with some great ideas and suggestions.

    I've been thinking about how this can also related to us personally and career wise. By having a plan of action and being prepared for the 'what if' scenarios, you will be in a stronger position to move if something does happen, like a redundancy or restructuring.

    Food for thought to do some personal contingency planning for your career, as well as for your business!


Where to go from here:

Join the Mind Tools Club

Click to join Mind Tools
Printer-friendly version
Return to the top of the page

Your Score
Create a Login to Save Your Learning Plan

This ensures that you don’t lose your plan.

Connect with…

Or create a Mind Tools login. Existing user? Log in here.
Log in with your existing Mind Tools details
Lost Username or Password
You are now logged in…

Lost username or password?

Please enter your username or email address and we'll send you a reminder.

Thank You!

Your log in details have been sent to the email account you registered with. Please check your email to reset your login details.

Create a Mind Tools Login
Your plan has been created.

While you're here, subscribe to our FREE newsletter?

Learn a new career skill every week, and get our Personal Development Plan workbook (worth $19.99) when you subscribe.

Thank You!

Please check your Inbox, and click on the link in the email from us. We can then send you the newsletter.