Proceedings of the International scientific and practical conference ―Oxford 2026: Science and Education Today‖ (March 9-11, 2026) / Publisher website: www.naukainfo.com. - Oxford, United Kingdom, 2026. - 239 p.

8 [6], ISO/IEC 27031:2025 links ICT readiness to business continuity, explicitly accounting for dependencies on third-party and cloud services; yet, enterprises often implement ICT controls as isolated technical tasks rather than integrated continuity projects tied to business outcomes and recovery objectives. In work [7], NIST SP 800-34 Rev.1 provides a structured approach to contingency planning for information systems, but it is primarily focused on the planning discipline and does not fully address modern continuity needs such as continuous testing, cloud-native recovery patterns, and multi-vendor digital ecosystems. In work [8], Loyarte et al. introduce a ―Continuity Governance‖ stage as a missing link that underpins organizational resilience by improving day-to-day continuity controls; nevertheless, further research is required to operationalize this governance concept as a deliverable project architecture (roles, cadences, KPIs, and digital tools) suitable for crisis conditions. In work [9], ISO 22336:2024 provides guidance for resilience policy and strategy and for prioritizing resilience initiatives; however, it does not specify how to design an execution system that connects resilience priorities with delivery mechanisms, funding models, and iterative learning loops. In work [10], Kanaan et al. empirically examine technology-driven security and operational risk management as factors influencing BCM in the healthcare sector, highlighting the contribution of digital controls to continuity, but leaving open the enterprise-wide question of how to implement such controls as scalable, cross-domain projects beyond a single sector. In work [11], Tarondeau et al. synthesize business continuity practices in the public sector and emphasize governance and capability-building perspectives, but the literature still under-specifies execution patterns—how organizations transform continuity requirements into a repeatable delivery pipeline, comparable across industries and crisis types. Overall, the research gap can be summarized as the lack of an integrated, project-oriented implementation model that (a) converts BCM requirements and BIA outputs into a prioritized delivery backlog, (b) embeds digital observability and continuous validation into continuity capabilities, and (c) institutionalizes governance mechanisms that sustain readiness under persistent turbulence—this gap is addressed by the proposed ―Continuity ProjectOps‖ approach.