Disaster Recovery

Root cause analysis (RCA) is used in different fields to conduct a systematic search to find the causes of a specific sentinel event (Jacob, 2010).  The main goal for conducting a RCA is to prevent similar adverse events from happening in the future (Jacob, 2010).  In this paper, I will use the scenario provided in the task to create a complete RCA report as well as improvement plans that will prevent similar incidents from happening again.

4. What problems under the old system are solved or mitigated by the new system?

A root cause analysis (RCA) is a “systematic approach to understanding the causes of an adverse event and identifying system flaws that can be corrected to prevent the error from happening again” (Huber & Ogrinc, 2010). The root cause analysis is used to determine why the problem occurred in the first place and to identify the cause of a problem using a specific set of steps (Mind Tools, n.d.). The RCA team which consists of interprofessionals who are knowledgeable of the issues and processes related to the incident and the people who are involved in the incident should be formed first before the RCA meeting takes place (Huber & Ogrinc, 2010). In the given scenario, the team includes the emergency department (ED)

Root cause analysis team formed to investigate the sentinel event presented in the case study included:

First, Incident Response (IR) plan “is a detailed set of processes and procedures that anticipate, detect, and mitigate the effects of an unexpected event that might compromise information resources and assets.” (Whitman, 2013, p. 85). Consequently, Incident response planning (IRP) is the planning for an incident, which occurs when an attack affects information systems causing disruptions. On the other hand, Disaster Recovery (DR) plan “entails the preparation for and recovery from a disaster, whether natural or human-made.” (Whitman, 2013, p. 97). For instance, events categorized as disasters include fire, flood, storm or earthquake. Thus, the differences between an Incident Response (IR) plan and a Disaster Recovery (DR)

The impact of disasters both natural or manmade can be disastrous for an organization that hasn't taken the proper steps to plan and prepare. This was evidenced beyond a reasonable doubt for businesses up and down the East Coast, especially in the Mid-Atlantic Region during last year's superstorm Sandy. The areas of New York and New Jersey were especially hard hit by the disasters, as the organization at the center of this discussion can most certainly attest. The Disaster Recovery Plan and Incident Response Team Charter which follow hereafter are part of the strategy for local fueling company, Gasbag International. Located in the shore region of North Jersey, roughly 35 minutes from New York City, Gasbag serves the surrounding counties of the metropolitan region with a focus on North Jersey small business and group residential home clients. The events of Sandy were particularly devastating to the area served by Gasbag and had immediately deleterious effects for the company.

The most important job responsibility of a CIO who works in a health care organization is leadership. They provide strategic planning, development, evaluation and coordination of various information and technology systems. They collaborate with business leaders to align IT strategies with business tactics. Health care CIOs establish and direct the information technology department’s goals, policies and practices. For example, they propose hardware and software solutions to reach the company's business objectives. They also manage the day-to-day operations of the information technology department, which includes directing networking, user services, administration and telecommunications staff. CIOs also define, develop, implement and test disaster recovery and business continuity plans and infrastructure.

first step in conducting a root cause analysis is to form a committee of individuals that are from

In 2014 the US experienced the largest insured loss which caused losses of over $2 billion. There were severe storms with hail across the days in May which struck Colorado to Pennsylvania. Losses rose from over $12 billion in 2013 to over $15 billion in 2014. 40% of businesses do not have the ability to recover their organization. Many companies want disaster recovery but cannot afford it. The cost of downtown for 1 hour in a large corporation is roughly $700,000. It is an average of 18.5 hours for a company to recover from a disaster. That is $12,950,000 in loss when it comes to natural disasters.

Disasters weather man-made, natural, or technological are ineluctable. Community stakeholders, leaders, and citizens are ultimately culpable for ensuring that a sound disaster preparedness and recovery plan is in place should a calamity materialize. Failure to enact such a plan comes with immeasurable consequences. Over the discourse of this paper, the Banqiao Dam disaster will be examined as a case analysis, to render what preparedness and recovery plans were sanctioned, as well as the scope of the response effort.

The devastating damage and impact Hurricane Harvey had on the Houston happened several months ago, yet there are still countless problems the Houston area is still facing. One of these problems that is described in this article is the delay in obtaining the $10 billion that was approved by Congress to be used for long-term flood recovery. Currently, that money has not reached local governments in Texas, which is causing homeowners and other investors to be in a state of speculation and uncertainty. Leaders in communities throughout Texas are contemplating various methods that could remove individuals from homes in the flood risk areas such as using eminent domain or canceling flood insurance policies. These measures are being considered because leaders are concerned they are missing out on possible buyout opportunities.

Crisis management is the action that people inside and outside a company take throughout and after a tragedy (Whitman & Mattord, 2014). The disaster recovery team must work diligently with the crisis management team make sure the disaster is communicated at the appropriate time. In the event of a disaster, the crisis management team will identify a base for the operation and command center close to the tragedy. The crisis team must make sure they verify personnel status of every employee impacted by the disaster. This list not only include the people that were at work on that day but is also includes the people that are on vacation, leave of absent, and traveling on business (Whitman & Mattord, 2014). The other tasks that the crisis management

In some ways, you will never know the effectiveness of your disaster recovery plans until they need to take effect. This sobering reality keeps many a CEO up at night. Still, you can take steps to ensure that, should the worst happen, your company can retain its structure and data integrity. Take time to analyze your plan, and make sure you are ready when disaster strikes.

A large US public power provider, with millions of residential and business customers, needed to rethink its disaster recovery program. Due to budget constraints, the utility’s data recovery program had not been updated or tested for several years. Under the existing program, systems recovery could take up to 20 days—an unacceptable timeframe for a

The root causes for accidents are underlying safety management system weaknesses. These weaknesses can take two forms, which are system design root causes