Questions On Business Continuity Plan

• IT System recovery procedures (i.e., mission critical IT systems, applications, and data, VoIP /

The first resilience layer to discuss is strategy. Strategy includes the university's goals for itself as an entity, the objective directing its operations, and the standards it must abide by. On this layer, resilience can be measured by examining risks and vulnerabilities of the university. Within this layer a strategic plan to best implement DRP/ECP rules emerges. Last, are baselines objectives that refer to the university's basic operational goals. An example of Strategy: The University maintains operations during an

Our company’s Continuity Management Program (CMP) dictates that the business adheres to an annual testing program. The program does utilize the guidelines from the Homeland Security Exercise and Evaluation Program (HSEEP). The Continuity Management team has written and scripted into our process to incorporate our Tabletop Exercise’s (TTX’s). Our annual process is to test each of our business units for resiliency. TTX’s allows for us to open up discussions and dialogues focusing on many different areas in the event we need to declare. Also, the exercises aid in discovering any gaps and working through each tier of the recovery process. Our business lines have Recovery Time Objectives (RTO’s) starting at 1 hour up to 72 hours. During the TTX’s we cover the business impact analysis (BIA’s ) and each of the RTO’s.

Business Continuity and Disaster Recovery (BCDR or BC/DR) are closely related practices that describe an organization's preparation for unforeseen risks to continued operations. The trend of combining business continuity and disaster recovery into a single term has resulted from a growing recognition that both business executives and technology executives need to be collaborating closely instead of developing plans in isolation.

The first step towards creating a serious BCP is to identify the potential disasters one by one and determining what the potential impact might be on your business. In order to generate a professional and sound BCP, you have to understand the degree of the potential loss, which could occur. Some of the factors you

What is the purpose of having a Business Continuity Plan policy definition that defines the organization’s Business Impact Analysis? To identify critical business functions and what disruptions in the services can have on the organization.

For the task of creating a Business Continuity Plan (BCP), I will follow a logical and systematic formula for implementation, monitoring and reviewing the plan for United Health Group.

The Security staff of the Executive Office is responsible for the day to day activities that ensure that the President of the United States is informed with all of the information that will ensure that he can make a sound decision on important issues that are facing the United State. “The Executive Office of the President (EOP) was created in 1939 by President Franklin D. Roosevelt. ("Executive Office of the President | whitehouse.gov," n.d.)” The Chief of Staff is the closes of advisors to the president throughout his term in the Oval office. In this Business Continuity Plan (BCP) we be covering the purpose of having BCP, the objectives to resuming normal operations. We will talk

Primary IT systems and data center, regional utility failure. All critical business operations moved off-site. Large-scale work-from-home/alternate site and remote access. All operations resume on-site in <30 days or a new site is required. Category-III type systems and application are desirable for carrying out least critical business operation and the plan will list them.

A BCP should cover all of the things that could cease regular business operation. Once that has been establish, then we will need to determine what is required for continue operation during a disaster. Then who are the key personnel and what their job will be in support of the continue operation. Identify the key equipment, storage data area and the secondary location at least 30-50 miles away from your primary position.

Every business and organization can experience a serious incident which can prevent it from continuing normal operations. This can happen any day at any time. The potential causes are many and varied: flood, explosion, computer malfunction, accident, grievous act... the list is endless.

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).

Business Continuity is often referred to as the measure of lost time possible in a mission critical application.

Owning a business can have many stressors day to day. When starting a business there is a lot of planning and preparation involved. Many small businesses are owners who have put their own money into the business and look at it as an investment. Unfortunately with all the planning that goes into starting a business, one thing is often over looked. Most of the time the “what ifs”, are not part of the planning stage. One reason for this is that people do not like to think of the bad things that could or may happen. So with all the time and planning put into starting a business why not put some extra thought into a plan B if a disaster strikes? This plan B could be a business continuity plan or a disaster recovery plan. Business continuity plans are an essential part of the modern day business. There are so many potential disasters for small businesses that could seize the production or even close the business down for good. A recent study from Gartner Inc., found that “90% of companies that experience data loss go out of business within two years. It also found that 80% of company owners have not thought about how they would keep their businesses up and running if a data disaster occurs.” According to the Association of Records Managers and Administrators, “about 60 percent of businesses that experience a major disaster such as a fire close

Valuable assets, including network connectivity, stored data, processes and procedures, and client information can survive centralized disruption or destruction and can be revived quickly through the agency’s