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The business continuity plans guards Confidentiality, Integrity and Availability at all times. Ensure confidentiality by enforcing access to the backups to only the disaster response team and the system administrators in charge. Ensure integrity by verifying and validating the backup snapshots after the backup is completed. Ensure availability by providing dual power to the backup servers so that the business would not be disrupted at any time due to data center disasters.

The complete course has reveled us the great idea to influence our trends and intelligence while analyzing the entire details of Sunflower Nutraceuticals (SNC) company followed with all the decisions of the company which tends to increase their working capital and maximizing the overall organizational growth potentially with respect to time, as we have figured out the data and change in numbers below which reflects the growth annually. Moreover in addition to various details of the SNC firm we have also examined various decisions which took place in each of the phase of SNC’s simulation which has an estimated

Business continuity is the process by which an organization can ensure its recovery and return to normal operations after a disrupting event (Peltier, 2014). The actual actions which the organizations execute are contained in the disaster recovery plan, which is based on information gathered from the continuity process. Although both of these topics are incredibly important to the survival of an organization, many organizations take shortcuts in the planning process. Some common pitfalls in the continuity planning process include poor questionnaires, poorly timed interviews, poorly recorded interviews, and lack of proper preventive controls (Peltier, 2014). Issues on the disaster recovery plans typically include where backup

In today’s net-centric world, even a day offline may damage an organization’s business and profit margin. As a result, it is imperative for organizations to develop and implement effective business continuity plans to ensure the organization has the appropriate procedures necessitated to maintain operations. Accordingly, SANS Institute (2002) explains that it is essential for an organization to understand what incidences it should prepare for and provides these instances as examples:

According to Business Continuity Institute, Business Continuity is: “The strategic and tactical capability of the organization to plan for and respond to incidents and business disruptions in order to continue business operations at an acceptable predefined level.”

Business Continuity (BC) and Risk Management (RM) are closely intertwined in both the policies, procedures, and maintenance of most businesses. They’ve become necessary for providing the guidelines on maintaining functionality regardless of any threats or events that may disrupt services. Vaid notes in his article on the subject, that in the case of modern businesses, “When customers become accustomed to a service it then becomes a ‘utility’. What was once considered an ‘event’ becomes ‘operational’. Such a mindset forces businesses to converge BCP and operational risk practices.” (Vaid, 2008) Every tailored Business Continuity Plan (BCP) and Risk Management Plan (RMP) is dependent upon the individual requirements of the company, but many share the same areas of function that can be reviewed, updated, and tailored to their business’ needs. Evaluations and reports that can assist in this include a Business Impact Analysis (BIA), Records and Information Management (RIM) report, Disaster Recovery Plan (DRP). In an effort to provide a solid overview of these evaluations, all of which should be done to develop an effective and integrated BCP/RMP, this paper will review how they apply to risk management and business continuity. A generalized compilation of information for an integrated BCP and RMP will also be provided as a possible model for businesses to follow when planning for risk management and business continuity.

As the risk assessment begins, the assessors must compile information about the specific business procedures. This includes gathering information about the organizations assets, and the processes they are used in. This usually includes physical and logical assets like hardware, software, and system interfaces. However, the scope of a risk assessment must include the entire process, and all of the points at which it may be disrupted. This extends the characterization to include dates, critical individuals and the ultimate end goal of the system. The results of this step is an effective understanding of the systems operating boundaries (an accurate understanding of who and what is utilized in the system), the functions of the system, the criticality of components and deadlines, and the sensitivity of the information processed by the system. With this understanding the assessors are now able to identify threats on all of the system critical assets. It is important that this first step be completed accurately in order to show any effectiveness of the rest of the risk assessment process. For example, if an assessor forgot the itemize personnel as a system asset, certain threats may not have been discovered and protected against. For example, a piece of machinery may work perfectly well, be well protected and handle a great workload. However, in the event of a strike, who is going to operate the machine? Clearly we see the importance of identifying all business critical assets.

Business Continuity Management (BCM) takes a holistic management approach aiming at preparing organizations unforeseen threats. Majorly, BCM targets the protection of information system (IS) incidents since damage of organizations Information systems can cause great harm and damage to the organization. This however, does not overrule the fact that BCM is generally meant to cover all sources of incidents in an organization. The concept of BCM originates from practitioners; nevertheless, it has found its way to multidisciplinary scholarly thoughts to include Information Technology Disaster recovery, Occupational Safety and Crisis Management. Information Systems scholars have applied the ideas derived from the multidisciplinary business continuity literature in Information Systems operations

With the increasing importance of information technology for the continuation of the Firm’s critical operations, protecting and recovering our data and IT infrastructure in the event of disruption has become a more visible Firm priority. A disaster will be declared if it is apparent that production processing cannot be performed from the affected data center and the prospect of repairing those systems in the production environment with he required downtime tolerances. All companies faces various potential threats to business continuity plan such as Natural, man-made and technical disasters including typhoons, rainstorms, hacker attacks, cyber-attacks, power outages and system failures. According on the extent of the damage to the Firms equipment and the impact on the Firm’s operations that may result if these threats occur, the Firm has identified at least three situation. LAG has been implementing a business continuity plan, disaster recovery and situation response procedures in the services market that is based on some of law firm experience obtained from solutions adopted following various disasters. This paper article introduces LAG’s activities in the Business continuity plan field as an actual case

As part of the risk management review, the company also engages in reviewing all Business Continuity Plans periodically in order to ensure that the business recovery process in case of an emergency is sound and effective.

BS’s primary vulnerability is with back-up procedures and the ability to protect and retrieve the company’s information to efficiently conduct business. They lack a comprehensive security plan and do not have an enterprise-wide process for recovering disrupted systems and networks, and are at risk for not being able to resume normal operations when issues arise. It would be in their best interest to adopt a single system approach and consistent measures that reduce the impact of system disruptions and increase system availability.

The business continuity planning process includes the recuperation, resumption, and support of the whole business, not only the innovation part. Where the IT frameworks is required recovery of these systems and information won 't generally be sufficient to restore business operations. Business continuity planning includes the improvement of an undertaking wide BCP and the prioritization of business goals and basic operations that are vital for recuperation. This undertaking wide system respond to consider how every basic procedure, specialty unit, office, and framework will react to interruptions and which recuperation arrangements ought to be actualized. This system must incorporate to an arrangement for short and long term recovery operations. Without a wide BCP that considers all basic components of the whole business, an organization will most likely be unable to continue client administration at a worthy level. Administration must likewise organize business goals and basic operations that are fundamental for survival of the foundation since the reclamation of all specialty units may not be possible on account of cost, logistics, and other unanticipated circumstances.

In an information systems, there are many different types of threats that can affect a business on a day to day operations. Once there is a plan set for contingencies, disasters, many different attacks, and other potential causes of service interruption. The next step for a business to develop a disaster recovery plan and have a continuity plan.

The steps we take to create a BC/DR resemble the steps of good computer security operations. Threat evaluation, risk assessment, mitigation, and service priorities, are a few of the computer security operations that directly relate to a good BC/DR plan. When implementing a BC/DR from a administrative standpoint we see a significant shift in focus from computer security to physical infrastructure, backup and restoration procedure, staffing, logistical operations, and connectivity. To ensure the system stays operational in a degraded state a business must address the integrity of the system.

The preparation for such scenarios could help organizations protect their revenue streams, increase profitability even in the face of unforeseeable events and ensure business continuity. Scenario planning not only provides managers a sense of the early signs of when a particular scenario might be unraveling (anticipatory insurance) but also encourages a creative tolerance for ambiguity – allowing the firm to have in place the resources and skills to deal with the situation in such events, in addition to an understanding of what current practices it would need to change to serve such a purpose. Such disruptions can be categorized into the following groups: