Section Five – Performance Measures 5.1 Introduction This section covers the performance measures that are used as a standard to help define a successful incident response. The five main indicators used are: the detection time, recovery time, recovery effectiveness, cost, and lessons learned. The recovery process should be prompt, organized, and justifiable. 5.1.1 Detection Time Detection time is how long until an incident was reported to the IR team. Widgets “R” Us’ employees should always be vigilant to keep detection time to a minimum. The following chart gives an approximate maximum length of time that can pass before an incident should have been detected and reported: Incident Type Maximum Detection Time Outage of Critical Business …show more content…
No shortcuts or temporary measures were taken in the recovery process C. Objects recovered were what was necessary 5.1.4 Cost The cost of recovery should be balanced between providing the best recovery efforts while staying within operational budgets. Any extra expenses should be justifiable. IR members should ask themselves the following: • Can we justify the expense for the steps taken during recovery? • Would purchasing better equipment have saved us time or protected us from this incident? • If so, how would it have done so? • Are there any changes we can make to reduce costs without negatively impacting recovery efforts? The answers to these questions should be included in the after-action review. 5.1.5 Lessons Learned After the conclusion of the incidents recovery, the IR team should have learned from their recovery efforts. IR team members should ask themselves the following: • Did we detect the incident in a reasonable amount of time? • If not, what hindered our ability to detect the incident effectively? • How can we further improve our detection methods? • Was our recovery method prompt, organized, and justifiable? • If not, what can we change to achieve this? • How can we further improve our recovery …show more content…
(2010a). Incident response plan. Retrieved from https://cdn.ttgtmedia.com/searchDisasterRecovery/downloads/SearchDisasterRecovery_Inciden t_Response_Plan_Template.doc Tech Target. (2010b). Incident response plan. Retrieved from https://cdn.ttgtmedia.com/searchDisasterRecovery/downloads/SearchDisasterRecovery_Inciden t_Response_Plan_Template.doc (32, 36) Whitman, M. E., Mattord, H. J., & Green, A. (2014). Principles of incident response & disaster recovery. Boston, MA: Course Technology Cengage Learning.
This is a post event evaluation. It is used to gather information about an incident.
In searching information regarding the rehospitalization rates and the drop of Medicare reimbursements for those stays, I was surprised to have found there was so much information regarding this and the tools that are out there also to use. My direct supervisor, Amy Suydam RN CPS, was also helpful in bringing up some things not thought of that would assist in the success of our organization in achieving our goal of decreasing rehospitalizations by 10% within the next 6 months. Amy Suydam RN CPS did not feel this was an unreasonable timeframe and decline to be looking towards. This is something we have discussed many times as our organization is non-for profit and this is very important that we follow through with our teachings and get all the information put out there that we can regarding these changes.
10. The post-mortem “lessons learned” step is the last in the incident response process. Why is this the
Presentation regarding the university’s Disaster Recovery Plan/Enterprise Continuity Plan including: basic structures; roles within the DRP/ECP plan; areas within a company if addressed improve resilience to catastrophic events, and an employee awareness campaign.
Editor’s Note: This Chapter is the continuation of an adaptation of a state plan for disaster preparation and response. In total, the original chapter comprises Chapters 1, 14, 16-18.
How do an incident response plan and incident response team help reduce risks to the organization?
Therefore, NIMS sets the standards for the nation, emergency professionals and the communities before and during a disaster. Therefore, NIMS is a living system that provides guidance on how to proceed before, during and after an event by establishing a command and control structure to manage the disaster. Seemingly, it offers a roadmap to prevent or respond to threats and incidents regardless of its size and complexity through the use of its components, NFR and relying on the use of the Incident Command System (Broder & Tucker, 2012). Conceived from lessons learned, NIMS applies these lessons to continue to improve its processes from past events to save lives and property in the future.
Disaster recovery is the process of an organisation uses to recover access the data, and also hardware that are needed to recollect the performance to be in normal position after a disaster occurs. While disaster recovery plans have to be focus in every aspect in any organisation and bringing the gap closure after destruction it can be like data, hardware, or software have been lost and the manpower that composes much of any organisation.
In the Disaster in Franklin County simulation (Regents of the University of Minnesota [UMN], 2006), there were several key personnel in the incident command team. This concept is utilized in real disasters when the Public
* In The missing piece of NIMS: Teaching incident commanders how to function in the edge of Chaos, the author notes that first responders have to deal with a disaster situation already unfolding, and not “all the pieces fit together nicely.” The author writes about the Five Tenets of Working in Chaos.
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).
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
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.
Today, the Incident Command System (ICS) is a major component of NIMS and is widely used in emergency management response. However, this was not always the case. According to David A. McEntire and Gregg Dawson, authors of the article, “The intergovernmental Context,” ICS was originally developed by the fire service in 1970. Its purpose was to assist in the command of wildfire events. It was unique because it standardized operations, yet offered flexibility so that it could be used on any number of events, regardless of size or type (McEntire & Dawson, 2007, p. 63).
One of the most important things about productivity is that it has to be measured to know if it 's getting better. "if you can measure it, you can manage it" (Society for Human Resource Management, 2011). A company has to assess their human capital regarding their goals and expectations. Every business needs to have some system or approach of determining how their employees are performing and what the company’s ROI is for those employees. The organization and its employee’s performance need to be gauged to ensure that the business is heading in the right direction. The CEO and other senior leaders have to know if they are meeting their organizational goals and objectives. If an organization is to be enhanced and grow, it needs to be strategically managed to ensure that success is inevitable. When an organization measures performance, it can stay on course with the progress of the business. Performance measurements provide critical data about what’s going on in business and with employees regarding meeting expectations. So there is a business benefit to performance measures. Through performance measurement systems, a company can know how different facets of the organization are performing and the triggers that may bring about any changes in performance.