at should be followed to indicate the plan is being executed, the roles and responsibilities of different people involved, and awareness of factors that could impact the effectiveness of actions. Exercising and testing the procedures to confirm that the procedures work as expected. It also helps if the organization can assess that BCMS work in alignment with other goals of the organization. Performance evaluation should include: Permanent systems to monitor performance of the BCMS Formal audits conducted on a regular basis to monitor and assess the performance and collect inputs for improvement CHAPTER 5 NETWORK ROADMAP EVOLUTION Improvement to the BCMS should include continuous processes that are set in place to keep checking the performance of BCMS against requirements. There should be a means to control and improve the procedures and guidelines to ensure performance is maintained or improved on an ongoing basis. All of these requirements should be implemented as part of BCMS to have a system that will enable, monitor, track, and maintain business continuity at all times, especially in times of strife and disaster. Let's look at some more specific inputs related to service continuity planning, which in many ways is a subset of BCP. Service Continuity Planning Service continuity planning is widely seen as a subset of business continuity planning. There is a reason for this. Most organizations look at service continuity as denoting IT service continuity. This is both a necessary and important view as IT services provide the backbone for operations of most businesses around the world. BCP cannot exist without IT service continuity planning in place. The European Network and Information Security Agency has the following to say on the topic: IT service continuity addresses the IT aspect of business continuity. In today's economy, business processes increasingly rely on information and communication technology (ICT) and electronic data (e-data). ICT systems and e-data are, therefore, crucial components of the process