Business Continuity In Disaster Recovery Planning

Thank you for your response. Whenever a crisis hits an organization, not even the best business insurance can fully compensate for the loss. So after the horrific events of 911, human resource and risk management departments (Washington DC adjacent companies) acknowledged the need for continuity /disaster recovery plans. In many cases, insurance carriers required a written continuity /disaster recovery plan on file for continued coverage.

Specific disaster recovery strategies vary by company; the primary reasons are the differences in reliance upon I.T. and the time required to recover in

An important aspect I want to review is the disaster recovery plan. This plan is different from business continuity but some features do overlap. A disaster recovery plan prepares the business to recover their IT systems and assets after a disaster. Beginning with Wilma Stone, Margie Nelson, and Gary Thomas as management they need to meet with their IT department heads and perform a risk assessment to identify IT equipment and services that are critical to business operations. Identifying these critical components will give an initial point to recovery. As these are essential to business operations, the chosen IT systems should be priority in prevention, response, and during recovery. Charts and documents will help organize this and inform staff on the involved areas.

Traveler Insurance believes planning is a key requirement to running a successful business. In the pamphlet Strategy guide for business continuity planning, it states, “like military plans, business continuity plans attempt to provide for and address the unpredictable” (Strategy, 2006). The business continuity plan is a guide to help a company recovery from a disaster. Travelers’ Plan is to help their customer get through an unpleasant disaster with strong commitment. Travelers states, “The aim of this guide is to introduce executives and managers to the importance of planning for disasters and to discuss the factors that planners should consider” (Strategy, 2006). Therefore, this particular plan is to make sure the organization is still

Business Continuity and Disaster Recovery are two of the most critical areas within a well-developed Enterprise Security Plan. Gulfstream has experienced and survived many disasters from mother nature and cyber-attacks, we will take what we already now to work and improve upon that foundation. Along with having a good BC/DR plan is incorporating a testing process of all the systems, Gulfstream as a whole is required to conduct testing from internal and external teams.

Disasters have become an inevitable part of businesses and organizations as well. They not only have a major effect on business and organizational continuity; they also result to an overhaul in organizational operational mechanisms (Awasthy, 2009). It is for this reason that many organizations and business resort to preparing business continuity plans and disaster recovery plans that will facilitate better disaster management in future. Effective disaster recovery plans are important to every business and organization (Thejendra, 2008).

Why plan for something that may never happen? Many companies ask this question when the topic of disaster recovery is mentioned. However, in this age of security breaches from outside the company or errors committed by untrained employees within the company, it is not really a question of if a disaster will occur, but rather of when. In addition to human actions disrupting business, natural

Disaster Recovery Planning is the critical factor that can prevent headaches or nightmares experienced by an organization in times of disaster. Having a disaster recovery plan marks the difference between organizations that can successfully manage crises with minimal cost, effort and with maximum speed, and those organizations that cannot. By having back-up plans, not only for equipment and network recovery, but also detailed disaster recovery plans that precisely outline what steps each person involved in recovery efforts should undertake, an organization can improve their recovery time and minimize the disrupted time for their normal business functions. Thus it is essential that disaster recovery plans are carefully laid

because they previously modified their business continuity plan by building “active/active” disaster recovery site in Rochelle Park, NJ after the first attack on the World Trade Center in 1993 (Parlons Affaires, 2012). In short, this stream calls attention to the potential usefulness of continuity planning in transforming previous experience of tragedy into effective responses to future tragedy.

A business continuity manager (BCM) is in charge of creating plans to keep a company functioning after disruptive events such as natural disasters, terrorism, crime and computer and human error (Perez, 2008). A BCM also conducts a detailed, companywide business impact analysis and risk assessment that includes IT systems. Organizations that do not conduct comprehensive business impact analyses and draft detailed business continuity plans could be in violation of regulations, especially in industries like finance (Perez, 2008). “Plus, being unprepared in the event of a major disruption is simply bad for business. Companies have also had to expose their IT systems to the outside world via the Web, which creates a bigger security risk (Perez, 2008).”

The following report is an analysis of exercises that can be conducted on a Business Continuity Plan. It examines seven types of exercises classified under two different categories of emergency management exercises. The report also explains the pros and cons associated with each exercise and gives a brief description of how each exercise can be coordinated.

Since the dawn of the new millennium, as more and more companies are becoming more technologically savvy, they have been coming to the realization that there is a need to protect that data somehow. These companies seek out IT professionals who help them create Business Continuity Plans. These Business Continuity Plans help companies better safeguard and effectively retain their essential data in the case of a catastrophic failure of their network infrastructure. In this essay, I will be discussing the different intricacies of a Business Continuity Plan and how to effectively build one to suit

Different types of industries may need to maintain different elements to guarantee they continue to operate in the event a disaster occurs. An organization must assess and establish vital operating functions and prepare to use these functions to ensure the business can operate in the event of a disaster. Wal-Mart’s strategic business continuity plan is affected by competitors and the external business market. Wal-Mart must recurrently evaluate its continuity plan and adjust for alterations internally and externally.

Contingency planners are now asserting that contingency planning is a value-added component that can be a competitive advantage in the marketplace as well a means of helping organizations save money. Processes that are deeply analyzed in terms of continuity will usually be more secure, and new ways of working may emerge to help streamline operations. Contingency planning can be useful when forging alliances with external organizations or during acquisition phases. Contingency planning should be part of an organization’s quality cycle as well. “Business continuity and disaster recovery have gained somewhat in the eyes of top corporate management since the start of the 1990s. As the industry has slowly evolved from what could almost have been called a ‘black art’ to something starting to resemble a disciplined science, basic business principles have begun to become increasingly relevant” (Rothstein, 2003, p. 1).

Furthermore, this particular strategy is the only one which will accommodate a RPO of zero (0) for those applications identified herein as tolerating no data loss.