The Development Of The Recovery Team

While these situations are not entirely avoidable, an organization’s ability to recover from such setbacks largely depends on how much energy has been invested into identifying and mitigating risk through the use of a well-established business continuity plan. Lindros and Tittel (2013) explain that business continuity refers to maintaining business functions, or quickly recovering such functions in the event of a major disruption, and the lack of planning doesn’t just mean an organization will take longer to recover, but may never recover at all. The first step to developing an effective continuity plan is a thorough planning process in which an organization establishes

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.

An organizational holistic approach involving many departments working interprofessionally to collaborate and combine resources for optimal execution of the recovery plan will be employed. These departments include, but are not limited to: executive management, IT (infrastructure and applications), facilities site services, finance, supply chain, personnel services, information system vendors, and legal services. All members are required to be aware of this policy and abide by its

MAGALHAES, R. (2005, MAY). THE BUSINESS CONTINUITY PLAN RECOVERY DOCUMENT. RETRIEVED ON FEBRUARY 23, 2007, FROM

According to the article, How to Successfully Implement a Disaster Recovery Plan on ameinfo.com, “most major organizations are running critical enterprise applications such as Enterprise Resource Planning (ERP), Supply Chain Management (SCM), and Customer Relationship Management (CRM). These applications are integrated across the enterprise to such an extent that they touch everyone from employees and customers to suppliers and partners, and they are the backbone and life-blood of the organization” (ameinfo.com, 2003). Implementing a good disaster recovery plan is highly imperative to ensure business continuity. However, one of the biggest challenges is convincing business leaders to recognize the need and fund the change. An organization should be prepared for all forms of disasters and catastrophes and have a disaster recovery plan in place that will allow the system should function normally under any of these circumstances. This alone will provide a huge competitive advantage and allow the organization to remain functional during potential down times. Natural or any other form of disaster is something that cannot be predicted and the company should be well prepared to deal with any untoward incidents. Any business utilizing IT systems should have proper backup and restoration methods to reset the system in case of emergencies.

A Disaster Recovery Plan is an essential element of a comprehensive Business Recovery Program. Other elements include the Business Continuity Plan, the Business Impact Analysis, the Vital Records List, and the Emergency Response Plan.

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.

The CIOB should develop a Disaster Recovery Plan to support the Company’s Business Continuity Plan, one that will have an effective decision on the components of the IT infrastructure required to support the business.

Business continuity planning and disaster recovery capability will become compulsory for all healthcare business for the first time in the United States healthcare industry. The health insurance portability and accountability act (HIPAA) that was passed by the United States congress in 1996 has a part of its phased implementation "Security Guidelines," which refers to information security. This section dictates that all healthcare organizations who use healthcare data must meet the terms of business continuity and data security standards

A business continuity plan is highly involved, time-consuming and requires continuous updating as the environment changes. A disaster recovery plan is unique to the facility or service and should include the step by step process on how to recovery (Carrillo, 2011). A plan is just a plan unless it is exercised at regular intervals, this exercise is not only a validation of the plan’s procedures, but training for the staff before a disaster is declared (Day & Day, 2006, pg. 12; Pinta, 2011, pg.

In this plan, Allegiant Healthcare defines the capabilities for continuing its critical operations in the event of a disaster. This plan identifies resources (people, technology, services, etc.) needed to maintain company’s critical operations. Included in the plan is the business recovery plan and the disaster recovery plan. The business recovery plan defines how Allegiant Healthcare will resume partially or completely its critical processes within a specified, predetermined time line following a disaster. In the disaster recovery plan, we identify how Allegiant Healthcare will recover its data, software, and hardware also within a specified, predetermined time frames after a

The disaster recovery planning team should work with the organization 's technical and security person to determine the probability of each functional business units ' critical systems becoming severely disrupted and to document the amount of acceptable risk the business unit can tolerate. For each critical system, provide the following information:

All items necessary to business function recovery must be identified and gathered in order to get back into functionality quick as possible. In doing so, the steps required for disaster resolution must be identified. Once assets have been compiled, a sequence of steps that must occur needs to be identified so that recovery from a disaster can be

Disaster recovery plan consists of protecting and recovering information systems to resume normal business operations in the most cost-effective manner. A disaster recovery plan ensures that all business processes and systems can be restored to its original state. Personnel are critical to the recovery of the restoration of business processes; therefore it is essential to have well-trained staff that will remain calm during an emergency, realize the potential threats that may affect the normal business operations (Snedaker, 2007). Recovery staff must develop a plan with step-by-step procedures that can be safely implemented without jeopardizing their lives or the lives of others. Furthermore, a wide-ranging annual training program must be developed for all employees; documentation of all annual training will be maintained to ensure that everyone understands their respective roles in the recovery process. In addition, an audit trail should be maintained to document management 's training efforts (Snedaker, 2007).

The team prioritized investments for disaster recovery initiatives, and in conjunction with business unit leaders, designed a tiered model highlighting recovery priorities. These priorities were validated with IT infrastructure leaders to help ensure alignment. As failover