It disaster recovery procedure example,emergency preparedness jobs,why am i getting weather alerts on my phone - Step 2

There are many potential disruptive threats which can occur at any time and affect the normal business process.
Hot DR sites are suitable for applications and Services which are very critical in nature and can have down time from few minutes to few hours in case of any disaster. Warm DR sites are mix of Hot and Cold DR solutionwhere only some of applications are considered for Disaster Recovery due to cost constraint or application dependency.
Cold DR site has offsite backup of main Data center servers and services and in case of disaster backup is restored on newly procured and installed servers. For planning DR option always evaluate all business and budget aspacts and take right approach to implement DR plan.
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About UsData Center Talk is one of the most prominent websites today providing online news and articles exclusively to our members and public viewers. The ability to continue to provide a full service to your user community in the unlikely event of the loss of a datacentre is an increasingly common requirement. With any design it is important to understand the processes and decision making that might be involved when certain scenarios present themselves.
The following flowcharts show the likely processes and decision making flow that might be involved in certain disaster recovery situations based on the above Exchange 2007 design. These decision matrices do not provide the definitive answer and there are often numerous possible recovery paths in any given Disaster Recovery scenario. To see a different version of those charts: "CCR, Site Resilience and sample decision making processes" - please go here. As it was asked last time, we have made those available as a download for you to print in full resolution if you wish to do so.
Disaster Recovery ArchitectureIf you see this message, your browser either has disabled or does not support JavaScript. This paper discusses an approach for creating a good disaster recovery plan for a business enterprise.
The process of preparing a disaster recovery plan begins by identifying these causes and effects, analyzing their likelihood and severity, and ranking them in terms of their business priority. When a disaster strikes, the normal operations of the enterprise are suspended and replaced with operations spelled out in the disaster recovery plan.
The disaster recovery plan does not stop at defining the resources or processes that need to be in place to recover from a disaster. The second section of this paper explains the methods and procedures involved in the disaster recovery planning process. The first step in planning recovery from unexpected disasters is to identify the threats or risks that can bring about disasters by doing risk analysis covering threats to business continuity. These essential functions should be prioritized based on their relative importance to business operations. While evaluating the risks, it is also useful to consider the attributes of a risk (Figure 2). The scope of a risk is determined by the possible damage, in terms of downtime or cost of lost opportunities. The magnitude of a risk may be different considering the affected component, its location, and the time of occurrence. When evaluating risks, it is recommended to categorize them into different classes to accurately prioritize them.
Human caused: These disasters include acts of terrorism, sabotage, virus attacks, operations mistakes, crimes, and so on. Supplier: These risks are tied to the capacity of suppliers to maintain their level of services in a disaster. Electricity: To analyze the power outage risk, it is important to study the frequency of power outage and the duration of each outage.
Water: There are certain disaster scenarios where water outages must be considered very seriously, for instance the impact of a water cutoff on computer cooling systems. Climate Control: Losing the air conditioning or heating system may produce different risks that change with the seasons. Fire: Many factors affect the risk of fire, for instance the facility's location, its materials, neighboring businesses and structures, and its distance from fire stations.
Structural: Structural risks may be related to design flaws, defective material, or poor-quality construction or repairs.
Physical Security: Security risks have gained attention in recent years, and nowadays security is a mandatory 24-hour measure to protect each and every asset of the company from both outsiders and employees.
Data systems risks are those related to the use of shared infrastructure, such as networks, file servers, and software applications that could impact multiple departments. An effective departmental risk assessment needs to consider all the critical functions within that department, key operating equipment, and vital records whose absence or loss will compromise operations. Desk-level risks are all the risks that can happen that would limit or stop the day-to-day personal work of an individual employee. Once the evaluation of the major risk categories is completed, it is time to score and sort all of them, category by category, in terms of their likelihood and impact.
Looking at the above example, multiplying the likelihood time, impact time, and restoration time yields a rough risk analysis score. Once the disaster risks have been assessed and the decision has been made to cover the most critical risks, the next step is to determine and list the likely effects of each of the disasters.
Simple "one cause multiple effects" diagrams (Figure 3) can be used as tools for specifying the effects of each of the disasters. Note that multiple causes can produce the same effects, and in some cases the effects themselves may be the causes of some other effects.
The intention of this exercise is to produce a list of entities affected by failure due to disasters, which need to be addressed by the disaster recovery plan. It may be noticed that two or more disasters may affect the same entities, and it can be determined which entities are affected most often. Once the list of entities that possibly fail due to various types of disasters is prepared, the next step is to determine what is the downtime tolerance limit for each of the entities. The cost of downtime is the main key to calculate the investment needed in a disaster recovery plan. Tangible costs are those costs that are a consequence of a business interruption, generating loss of revenue and productivity.
Intangible costs include lost opportunities when customers would approach competitors, loss of reputation, and similar factors.
How the disaster affected entities depend upon each other is crucial information for preparing the recovery sequence in the disaster recovery plan.
Once the list of affected entities is prepared and each entity's business criticality and failure tendency is assessed, it is time to analyze various recovery methods available for each entity and determine the best suitable recovery method for each. In the case of data systems, for example, the recovery mechanism usually involves having the critical data systems replicated somewhere else in the network and putting them online with the latest backed up data available. In the case of power, options such as multiple power suppliers or having alternate sources of power such as diesel generators may be suitable.

Considering multiple options and variations of disaster recovery mechanisms available, it is necessary to carefully evaluate the best suitable recovery mechanism for an affected entity in a particular organization.
The roles, responsibilities, and reporting hierarchy of different committee members should be clearly defined both during normal operations and in the case of a disaster emergency. Note that not all the members of the Disaster Recovery Committee may actively participate in the actual disaster recovery. Quick and precise detection of a disaster event and having an appropriate communication plan are the key for reducing the effects of the incoming emergency; in some cases it may give enough time to allow system personnel to implement actions gracefully, thus reducing the impact of the disaster. The notification procedure defines the primary measures taken as soon as a disruption or emergency has been detected or definitely predicted. This is the second in a series on what one company did following the crash of a hard drive on a critical server.
We have considered a wide range of potential threats and the results of our deliberations are included in this section.  Each potential environmental disaster or emergency situation has been examined.
Once DR plan is in place, Implement the same using BCP (Business Continuity Process ) to initiate DR.
Since 2005, The one an only world leading DCT forum rapidly gained popularity as a quality resource site for connecting valuable vendors and member services to our Data Center community. Continuous Replication (CCR and SCR) with Exchange 2007 Service Pack 1 can be used to provide both data availability and site resilience. If we are designing for high availability administrators need to understand what decisions might need to be made and the processes that would be required should a particular set of circumstances occur. However they do highlight the decisions that are likely to be made and the importance of understanding what the processes an administrator might have to follow to recover service and data to their user community.
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The best strategy is to have some kind of disaster recovery plan in place, to return to normal after the disaster has struck. The guidelines are generic in nature, hence they can be applied to any business subsystem within the enterprise. Though both concepts are related to business continuity, high availability is about providing undisrupted continuity of operations whereas disaster recovery involves some amount of downtime, typically measured in days. The causes can be natural or human or mechanical in origin, ranging from events such as a tiny hardware or software component's malfunctioning to universally recognized events such as earthquakes, fire, and flood.
The ultimate results are a formal assessment of risk, a disaster recovery plan that includes all available recovery mechanisms, and a formalized Disaster Recovery Committee that has responsibility for rehearsing, carrying out, and improving the disaster recovery plan. Figure 1 depicts the cycle of stages that lead through a disaster back to a state of normalcy.
Only when these are assessed and the affected systems are identified can a recovery process begin. The plan should also define how to restore operations to a normal state once the disaster's effects are mitigated. An effective disaster recovery plan plays its role in all stages of the operations as depicted above, and it is continuously improved by disaster recovery mock drills and feedback capture processes. Risk analysis (sometimes called business impact analysis) involves evaluating existing physical and environmental security and control systems, and assessing their adequacy with respect to the potential threats. In evaluating a risk, it is essential to keep in mind the options around that risk, such as time of the day or day of the week, that can affect its scope.
The effects of a disaster that strikes the entire enterprise are different from the effects of a disaster affecting a specific area, office, or utility within the company.
They are very significant in that they are not directly under the control of the organization that faces the damages. Typical civil risks include labor disputes ending in strikes, communal riots, local political instability, and so on. While evaluating these risks, the following essential utilities and commodities need to be considered.
It is also useful to determine how many powers feeds operate within the facility and if necessary make the power system redundant.
A key factor in evaluating risks associated with telephone systems is to study the telephone architecture and determine if any additional infrastructure is required to mitigate the risk of losing the entire telecommunication service during a disaster. Different secure access and authorization procedures, manual as well as automated ones, are enforced in enterprises.
A key objective in analyzing these risks is to identify all single points of failure within the data systems architecture.
Operations that have run for a long period of time on obsolete hardware or software are a major risk given the lack of spares or support.
These would be events such as a fire within an area where flammable liquids are stored, or a missing door key preventing a specific operation.
The likelihood that something happens should be considered in a long plan period, such as 5 years. A higher value would mean longer restoration time hence the priority of having a Disaster Recovery mechanism for this risk is higher. In Figure 3, the entities that fail due to the earthquake disaster are office facility, power system, operations staff, data systems, and telephone system. The entities with the most appearances in the table have a greater tendency of failure occurrence. This information becomes crucial for preparing the recovery sequence in the disaster recovery plan.
For example, having the data systems restored has a dependency on the restoration of power.
For less critical data systems, there may be an option to have spare server hardware, and if required these servers could be configured with the required application. This committee should have representation from all the different company agencies with a role in the disaster recovery process, typically management, finance, IT (multiple technology leads), electrical department, security department, human resources, vendor management, and so on. During a disaster, this committee ensures that there is proper coordination between different agencies and that the recovery processes are executed successfully and in proper sequence. But several key members of the committee, such as the operations manager, operations coordinator, and the respective operations team leads, will always actively participate.
Execution Phase: In this phase, the actual procedures to recover each of the disaster affected entities are executed. Reconstitution Phase: In this phase the original system is restored and execution phase procedures are stopped.
A hurricane affecting a specific geographic area, or a virus spread expected on a certain date are examples of disasters with advance notice. It should be well informed about the geographical, political, social, and environmental events that may pose threats to the company's business operations. At the end of this phase, recovery staff will be ready to execute contingency actions to restore system functions on a temporary basis.
A notification policy must describe procedures to be followed when specific personnel cannot be contacted.
The call tree should document primary and alternate contact methods and should include procedures to be followed if an individual cannot be contacted.

When this happened to my company, we couldn’t close the books for month-end or year-end until the systems were fixed.
From this flowchart, we derived a prototype of an online intranet that we would develop solely for users to access to get the system back online as quickly as possible.
This builds confidence to customer on the backup solution in place and the recoverability posture. The focus here is on the level of business disruption which could arise from each type of disaster.
We now have over 24,000 active members, many visits daily to analyze about the data center industry.
For example, what should the recovery strategy be in the event of the loss of a single mailbox database? If your browser supports JavaScript, it provides settings that enable or disable JavaScript. For an enterprise, a disaster means abrupt disruption of all or part of its business operations, which may directly result in revenue loss. Effects of disasters range from small interruptions to total business shutdown for days or months, even fatal damage to the business. The disaster recovery system cannot replace the normal working system forever, but only supports it for a short period of time.
Finally, ongoing procedures for testing and improving the effectiveness of the disaster recovery system are part of a good disaster recovery plan.
And the fourth section explains what information the disaster recovery plan should contain and how to maintain the disaster recovery plan. Essential functions are those whose interruption would considerably disrupt the operations of the business and may result in financial loss. For example, spilling several gallons of toxic liquid across an assembly line area during working hours is a different situation than the same spill at night or during the weekend. To mitigate the risk of disruption of business operations, a recovery solution should involve disaster recovery facilities in a location away from the affected area. Factors such as workplace violence, bomb threats, trespassing, sabotage, and intellectual property loss are also considered during the security risk analysis. Recovery from this type of failure may be lengthy and expensive due to the need to replace or update software and equipment and retrain personnel. Every process and tool that makes up the personal job must be examined carefully and accounted as essential. Sorting the table in descending order will put the biggest risks to the top, and these are the risks that deserve more attention. The entities with less downtime tolerance limit should be assigned higher priorities for recovery. Depending on the data system, there may be options of autorecovery or manual recovery, and the cost and recovery time factors of each mechanism vary. It should have trusted information sources in the different agencies to forestall false alarms or overreactions to hoaxes.
Procedures should contain the process to alert recovery personnel during business and nonbusiness hours. Reaching for our disaster recovery plan, we found it lacking updates and adequate recovery programs. If a user clicks on this file, a window will pop up containing any notes or specific procedures that will need to be run to correct the file.
In case of Disaster, DR site initiates connections and business is back in action in minimum time.  This approach need huge investments as datacenters are mirrored to DR Datacenter. To control the cost, only mission critical applications are considered for Hot DR and other are either moved to DR site or rebuilt in case of Disaster. If incident exceeds MTO,  Management invokes DR plan so that organization can have business continuity with minimal impact on business. To minimize disaster losses, it is very important to have a good disaster recovery plan for every business subsystem and operation within an enterprise. At the earliest possible time, the disaster recovery process must be decommissioned and the business should return to normalcy.
While the time taken and cost to clean up the area are the same in both cases, the first case may require shutting down the assembly line area, which adds downtime cost to this event.
Nowadays most of the meteorological threats can be forecasted, hence the chances to mitigate effects of some natural disasters are considerable. After the disaster detection, a notification should be sent to the damage assessment team, so that they can assess the real damage occurred and implement subsequent actions. To make it worse, the plan was dependent on people who had left the company months earlier.
It was a single Web site that would contain all of the information needed to assess the severity of the problem—such as which files are corrupted, how long it will take to get them back online, what needs to be done to fix the files, etc. While planning for Cold DR site, only need to identify space for DR movement and have basic infrastructure built so that in case of disaster, services can be built. If so this would mean the temporary loss of service to all users on this server for the sake of those on one mailbox store. Deployment with asymmetric topology requires a server at the standby site for each logical server cluster at the production site.
Nevertheless is important to consider documenting the scope of these natural risks in as much detail as possible. It took us two days to get the system back up.To prevent the next disaster from becoming a tragedy, we created a new set of procedures and introduced an online intranet that would allow all staff to access and update recovery procedures. The users of the system will choose which programmer is responsible for this specific file.The Team column has a drop-down box showing which team is responsible for this system. For example: Do they have bad data or a bad index, or has the file correction been completed? A programmer can use the system to see what needs to be done to correct the files and who should be correcting which file during a disaster. After we got management's approval, the serious part of the development would start.The data definitionThe feedback from the managers was very positive.
They had no comments since this was so much more advanced than the outdated spreadsheet that had been used in previous years. We developed the table shown in Figure C, listing the data definitions for the various items that needed to be captured. This was done so that the DBA would know how we wanted the actual table to be set up.This represents the shift in the development process from user mode to developer mode. We're now defining items in a way that a database administrator would use to set up a table in Microsoft SQL Server. This transition illustrates the move from what the users want to a picture of what database administrators need to do their job.Each of the column headings describes what is being captured.

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