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The DRP Template contains the detail work plan steps required in the production of a disaster recovery plan.
One of the protections that enterprises, their suppliers, and customers is compliance with standards like ISO 22301 and testing of disaster recovery and business continuity plans. Moglicherweise versuchen Sie, mit einem gesicherten Browser auf dem Server auf diese Website zuzugreifen. If you are new to disaster recovery planning, make sure that you research the subject thoroughly before embarking on a disaster recovery planning project. The primary objective of a Business Resumption Plan is to enable an organization to survive a disaster and to reestablish normal business operations. Historically, the data processing function alone has been assigned the responsibility for providing contingency disaster recovery planning. Defining how contingency planning considerations must be integrated into ongoing business planning and system development processes in order for the plan to remain viable over time. The successful and cost effective completion of such a project requires the close cooperation of management from all areas of Information Systems as well as business areas supported by Information Systems. Since disaster recovery planning is a very complex and labor intensive process, it therefore requires redirection of valuable technical staff and information processing resources as well as appropriate funding. Phase 1 is used to obtain an understanding of the existing and projected computing environment of the organization. The Security Assessment will enable the project team to improve any existing emergency plans and disaster prevention measures and to implement required emergency plans and disaster prevention measures where none exist. Present findings and recommendations resulting from the activities of the Security Assessment to the Steering Committee so that corrective actions can be initiated in a timely manner. Analyze, recommend and purchase recovery planning and maintenance software required to support the development of the plans and to maintain the plans current following implementation.
Another key deliverable of this phase is the definition of the plan scope, objectives and assumptions. Once plans are developed, initial tests of the plans are conducted and any necessary modifications to the plans are made based on an analysis of the test results.
The approach taken to test the plans depends, in large part, on the recovery strategies selected to meet the disaster recovery planning requirements of the organization. The primary objective of recovery planning is to enable an organization to survive a disaster and to continue normal business operations. Although statistically the probability of a major disaster is remote, the consequences of an occurrence could be catastrophic, both in terms of operational impact and public image. Develop and implement contingency plans that address both immediate and longer-term needs for the Data Centre and other business facilities.
The project team organization is designed to maximize the flexibility needed to deal with the implementation of a plan in the most efficient manner possible. The composition of the Project Team may vary depending on the environments and business units for which plans are developed. The management and control for this project should be supported by project management software. During Phase 1 activities, detail work plans for Data Processing and user personnel identifying tasks and responsibilities along with their associated start and completion dates will be developed. The following is a schedule of deliverables by phase that will be developed and delivered as part of this project. Organization who have tried to develop disaster and business resumption plans without dedicating the required resources to the effort have been largely unsuccessful in implementing effective recovery plans.
It is therefore essential, that management is committed to the development, implementation and maintenance of this program, that required resources are freed up during the development cycle and that a resource be dedicated to the on-going maintenance of the program. 27 July 2015 – Only 17% of UK organisations have incorporated electronic document storage into their disaster recovery (DR) plans, although 82% admit the need to do so is either ‘critical’ or ‘very important’ to maintain business continuity.
Technology industry analyst IDC estimates that the cost of downtime to SMEs can amount to ?170,000 per disaster. Janette Martin, Managing Director, V1, comments, “ Some organisations still perceive business continuity provision as a luxury. Although only 17% are using electronic document storage, 33% and 49% respectively of respondents believe that safeguarding business documents should be a ‘critical’ or ‘very important’ part of an organisation’s business continuity plan.
Martin says, “One of the most effective ways to protect valuable business data and remain compliant is to manage documents electronically.


V1 Ltd ("V1"), is a global provider of business automation software that enables both public and private sector organisations to streamline their business processes. V1's award-winning document management solution integrates into all major accounting and enterprise resource planning (ERP) systems, enabling the automated delivery, storage, management and processing of documents. Thousands of organisations worldwide are using V1's document management software to streamline their business processes, cut costs, free-up administration time and reduce paper consumption while enjoying a typical payback of just six months. V1's product suite includes: document management, professional services automation, training and learning management and project accounting software.
V1 prides itself on its innovative solutions, personal and straightforward approach and dependable service. A huge number of businesses were affected by the earthquake (power companies are just one example), and they also had to respond to this disaster. These events once again highlighted the importance of having not only disaster response, but also business continuity plans in place to allow the business to continue to operate after a natural disaster. Keeping the business going is important not only for the business itself, but also because it may be providing essential services (like power or communications), and it’s providing livelihoods for its employees who could otherwise find themselves out of jobs on top of dealing with the aftermath of a disaster. Does your business have a detailed, procurement disaster recovery plan in place in case of a serious emergency? Years ago, an organization I previously worked for had a maverick spending employee I will call “Bob”.
The recommended actions should be carefully considered with respect to the specific function or organization under review. For a financial institution like Bank of America, the average hourly loss is closer to $1.5 million.
Consider engaging a consultant (internal or external to your organization) to help you in your project planning effort. In order to survive, the organization must assure that critical operations can resume normal processing within a reasonable time frame. Frequently, this has led to the development of recovery plans to restore computer resources in a manner that is not fully responsive to the needs of the business supported by those resources.
Senior personnel from Information Systems and user areas must be significantly involved throughout the project for the disaster recovery planning process to be successful. In order to minimize the impact such an undertaking would have on scarce resources, the project for the development and implementation of disaster recovery planning and business resumption plans should be part of the organization’s normal disaster recovery planning activities. The committee should have the overall responsibility for providing direction and guidance to the Project Team. It is preferable, from an economic and business strategy perspective, to concentrate on activities that have the effect of reducing the possibility of disaster occurrence, rather than concentrating primarily on minimizing impact of an actual disaster.
This report identifies critical service functions and the timeframes in which they must be recovered after interruption.
This phase also includes the implementation of changes to user procedures, upgrading of existing data processing operating procedures required to support selected recovery strategies and alternatives, vendor contract negotiations (with suppliers of recovery services) and the definition of Recovery Teams, their roles and responsibilities. As the recovery strategies are defined, specific testing procedures should be developed to ensure that the written plans are comprehensive and accurate. Management appreciates the implications of an occurrence, therefore, it should assign on-going responsibility for recovery planning to an employee dedicated to this essential service. As explained earlier in this document, disaster recovery and business resumption planning is a complex and labour intensive program.
Both the information processing and the business environments are constantly changing and becoming more integrated and complex. It is important to note that the managers of environments and business units for which plans are developed will be responsible for the maintenance and testing of their respective plans. The software should be used for scheduling of personnel resources to specific tasks and identification of end deliverables and their target completion dates. Some organizations, after spending time and money developing recovery plans, have failed in maintaining their recovery capability. These are the findings of a new survey by global business automation software provider, V1, carried out among senior IT and finance professionals from 92 organisations across the public, private and third sectors. However, V1’s research highlights that many businesses have not taken action following the disruption caused by the UK’s winter storms in 2013-2014 and the recent underground fire in Holborn. This is despite almost half conceding that their organisation would not recover from a severe disaster in less than 12 months due to not having a full DR strategy in place.


This is particularly worrying given the examples of the last 18 months which have highlighted that disasters can strike at any time, without warning. In the event of an office being closed or damaged, employees can still access the documents they need remotely from a secure archive without disrupting their normal working practices. Under the circumstances, the response by the local and central government has been swift and effective. But it’s also important to understand that after the initial disruption a lot of them will still take months to see their facilities fully restored, even if they weren’t catastrophically damaged. It is particularly critical for larger businesses with multiple locations, complex infrastructure, large number of staff and complicated processes. We have published a new book: A Navigator to Business Analysis.Over 400 pages of practical, useful material will help you build your skills and advance your career!
Oddly, Bob somehow controlled certain purse strings that did not fall under his department.  Even more amazing, his position in the organization had nothing to do with procurement or finance.
It can be used as the basis for the production of a new plan or as a checklist against and existing plan.
And for utility companies such as telecommunications and energy, the potential loss can reach as high as $2.8 million per hour. Disaster recovery planning is not a two-month project, neither is it a project that once completed, you can forget about.
The committee should also make all decisions related to the disaster recovery planning effort.
The BIA Report should then be used as a basis for identifying systems and resources required to support the critical services provided by information processing and other services and facilities. The profile is developed by identifying resources required to support critical functions identified in Phase 3. Testing strategies tailored to the environment should be selected and an on-going testing program should be established.
It is critical that existing change management processes are revised to take recovery plan maintenance into account. Throughout the recovery effort, the plan establishes clear lines of authority and prioritizes work efforts. The managers represented on the various teams may choose to recommend other senior individuals in their area to represent them or to join specific teams where their expertise will be required for the development of the plans. Recovery Planning software implemented during Phase 2 of the project will be used to document the plans. This is mostly due to a lack of commitment to keep their plans current or to do regular testing of recovery capabilities.
There are several products on the market that have been designed to support the development, testing and maintenance of recovery plans.
28% said their plans had either ‘improved a little’ or ‘dramatically improved’, while 12% stated they were unsure whether they had changed or not.
Within a few hours of the earthquake, search and rescue operations were under way, triage centres were set up, welfare centres opened later in the day, and so on. In today’s environment, the effects of long-term operations outage may have a catastrophic impact.
The Project Manager should work with the Steering Committee in finalizing the detailed work plan and developing interview schedules for conducting the Security Assessment and the Business Impact Analysis. In areas where change management does not exist, change management procedures will be recommended and implemented.
This was possible thanks to having disaster response plans in place, and in no small part thanks to the fact that Christchurch had a chance to put them in practice after the large earthquake last year. The organization also must ensure that staff with recovery responsibilities are prepared to execute the plans.



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