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.

10 (regular restore drills, chaos-style resilience testing, and automated compliance evidence capture) to reduce the ―paper readiness‖ phenomenon. Governance is operationalized as a delivery cadence rather than a static committee layer. Building on the ―Continuity Governance‖ concept introduced by Loyarte et al. [8], the proposed model specifies governance artifacts that are project- native: a continuity portfolio board that reallocates resources based on crisis dynamics; a continuity product backlog maintained from BIA outputs [3]; standardized business cases for continuity investments grounded in strategy selection principles [4]; and a quarterly validation cycle where continuity plans and procedures are exercised and improved [5]. Importantly, this governance is designed to support enterprise development: in prolonged crises, continuity investments can be prioritized not only for survival but also for competitiveness (faster recovery, higher service trust, more stable supply fulfillment, and superior risk-adjusted performance). The public-sector continuity literature further highlights the importance of capability building and institutional mechanisms [11]; therefore, the thesis treats learning loops and organizational routines (training, drills, lessons learned) as mandatory deliverables of implementation projects, not optional activities. Conclusions Implementation is the missing link between BCM standards and real crisis performance. The proposed ―Continuity ProjectOps‖ model contributes to the field by reframing business continuity as a digitally enabled program of projects that converts diagnostics into delivery, integrates ICT readiness into enterprise outcomes, and sustains readiness through governance and continuous validation. This approach addresses the research gap in operationalizing BCM governance, prioritization, and execution under turbulence [1–11]. Future empirical work should test the model across industries and crisis types, quantify the relationship between continuity telemetry and recovery performance, and develop maturity metrics that capture not only compliance but also development impact during global crises.