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Prozessziel: Das IT Service Continuity Management definiert und plant alle Ma?­nahmen und Prozesse fur unvorhergesehene Kata­stro­phen­falle. Prozessziel: Ermittlung der Risiken aus Unternehmenssicht und Herstellung des Bezugs zu IT Services und Infrastrukturkomponenten. Prozessziel: Erarbeitung konkreter technischer Ma?nahmen zur Verminderung der Risiken im Zusammenhang mit Katastrophenfallen, sowie Erstellung entsprechender RFCs.
Prozessziel: Definieren und Umsetzen von organisatorischen Ma?nahmen zur Vorbereitung auf den Katastrophenfall.
Prozessziel: Die Vorkehrungen fur den Katastrophanfall sollen einem realitatsnahmen Test unterzogen werden, um zu bestatigen, dass diese Vorkehrungen funktionsfahig und ausreichend sind. Prozessziel: Darstellung von Anderungen der Risiko-Lage sowie des Stands von Ma?nahmen zur Vorbereitung auf Katastrophenfalle. IT Service Continuity Manager: In ITIL V2 definiert und plant der IT Service Continuity Manager alle Ma?nahmen und Prozesse fur unvorhergesehene Katastrophenfalle. Der Inhalt ist verfugbar unter der Lizenz Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Germany License, sofern nicht anders angegeben.
Process-Objective: IT Service Continuity Management defines and plans all measures and processes for unpredicted events of disaster. Process objective: Identification of the risks from a business viewpoint and linking those risks to IT Services and infrastructure components.
Process objective: Definition and implementation of organizational measures in order to be prepared for the event of a disaster. Process objective: The prepared arrangements for the event of a disaster are to be submitted to a realistic test, in order to confirm that these arrangements are functional and sufficient. Process objective: Reporting on changes to the risk-situation as well as on the status of counter-measures for the preparation for disaster events.
IT Service Continuity Manager: In ITIL V2 the IT Service Continuity Manager defines and plans all measures and processes for unpredicted events of catastrophe. User: The user refers, for example as a user of an application, to the IT Service Organization, for the purpose of reporting Interruptions or to place Service Requests.
Content is available under Creative Commons Attribution-NonCommercial-ShareAlike 3.0 Germany License unless otherwise noted.
The activities to be considered during the initiation process (See Figure 7.2) depend on the extent to which contingency facilities have been applied within the organisation.
Policy setting - this should be established and communicated as soon as possible so that all members of the organisation involved in, or affected by, Business Continuity issues are aware of their responsibilities to comply with and support ITSCM. Specify terms of reference and scope - this includes defining the scope and responsibilities of managers and staff in the organisation, and the method of working. Allocate Resources - the establishment of an effective Business Continuity Environment requires considerable resource both in terms of money and manpower. Define the project organisation and control structure - ITSCM and BCM projects are potentially complex and need to be well organised and controlled. Agree project and quality plans - plans enable the project to be controlled and variances addressed.
Strategy - determine and agree Risk reduction measures and recovery options to support the requirements. A key driver in determining ITSCM requirements is how much the organisation stands to lose as a result of a disaster or other service disruption and the speed of escalation of these losses.
The latter three items provide the drivers for the level of ITSCM mechanisms that need to be considered or deployed. These definitions and their components enable the mapping of critical service, application and Infrastructure components to critical business processes, thus helping to identify the ITSCM elements that need to be provided. Impacts are measured against particular scenarios for each business process such as an inability to settle trades in a money market dealing process, or an inability to invoice for a period of days.
The impact analysis concentrates on the scenarios where the impact on critical business processes is likely to be greatest. This process enables a business to understand at what point the Unavailability of a service would become untenable. In the majority of cases, business processes can be re-established without a full complement of staff, systems and other facilities, and still maintain an acceptable level of service to clients and Customers. Following the Risk Analysis it is possible to determine appropriate countermeasures or risk reduction measures (ITSCM mechanisms) to manage the risks, i.e.
In the context of ITSCM there are a number of risks that need to be taken into consideration.
The information collated in the impact analysis and the risk assessment, and the associated ITSCM mechanisms chosen, enables an appropriate strategy for the organisation to be developed with an optimum balance of risk reduction and recovery or Continuity options.
As businesses become more dependent and driven through the use and Availability of technology (e.g.
Most organisations have to adopt a balanced approach where risk reduction and recovery are complementary and both are required. The above measures will not necessarily solve an ITSCM issue and remove the risk totally, but all or a combination of them may significantly reduce the risks associated with the way in which services are provided to the business.
It is important that organisations check that recovery and ITSCM options selected are capable of implementation and integration at the time they are required, and that the required service recovery can be achieved. IT systems and networks - these options need to be identified and agreed by the IT Manager responsible for ITSCM and include recovery of IT systems, hardware, applications, software and networks, and the data used within these systems and facilities. When undertaking the analysis there is a need to consider whether the introduction of an option will adversely affect other risks. IT facilities enable organisations to process information much more quickly and efficiently. Entering into an agreement with another organisation using similar technology used to be an effective contingency option when the computing workload was essentially batch processing. The accommodation may be provided commercially by a third party, for a fee, or may be private, (established by the organisation itself) and provided as either a fixed or portable service. A fixed facility may be located at the premises of the third party that provides the service, or specially built at a location owned by the subscriber. A portable facility is typically a prefabricated building provided by a third party and located when needed at a predetermined site agreed with the organisation. The organisation calls on contracts for the supply of required computer equipment including PCs, servers, and mini computers.

Third parties rarely guarantee replacement equipment within a fixed deadline, but would normally do so under their best efforts. When opting for a gradual recovery, consideration must be given to highly customised items of hardware or equipment that will be difficult, if not impossible, to replace if no spares are kept securely by the organisation. Most common is the use of commercial facilities, which are offered by third party recovery organisations to a number of subscribers, spreading the cost across those subscribers. The advantage of this service is that the Customer can have virtually instantaneous access to a site, housed in a secure building, in the event of disaster.
There is a disadvantage in that the site is almost certainly some distance from the home site, which presents a number of logistical problems. If the site is invoked, there is often a daily fee for use of the service in an emergency, although this may be offset against additional cost of working insurance. It is important that any arrangements of this sort include adequate opportunity for testing at the contingency site.
Commercial recovery services can be provided in portable form where an agreed system is delivered to a Customer's site, within a certain time, typically 24 hours.
An advantage of this approach is that the trailer can be installed close to the main site subject to the necessary parking consents having been obtained. Organisations with alternative locations may opt for a mutual fallback arrangement where accommodation is provided through displacement of non-critical staff at the unaffected building and computer facilities provided via mobile recovery. In the case of building loss or denial of access an organisation can pay for a limited number of exclusive positions at a recovery centre.
Some organisations may identify a need for their own exclusive immediate recovery facilities provided internally. For highly critical business processes, a mirrored service can be established at an alternative location, which is kept up to date with the live service, either by data transfer at regular intervals, or by replications from the live service.
The ultimate solution is to have a mirrored site with duplicate equipment as part of the live operation.
Once the strategy has been agreed the Business Continuity lifecycle moves into the implementation stage (see Figure 7.7), involving IT at a detailed level. Each of the above is considered with respect to the specific responsibilities that IT must action.
The IT function is responsible for the provision of IT Services to support the business requirements identified during the Business Impact Analysis and requirements definition.
Plan development is one of the most important parts of the implementation process and without workable plans the process will certainly fail. These plans are used to identify and respond to a service disruption, ensure the safety of all affected staff members and visitors and determine whether there is a need to implement the business recovery process. Finally, each critical business area is responsible for the development of a plan detailing the individuals who will comprise the recovery team and a detailed task list to be undertaken on invocation of recovery arrangements.
The ITSC Plan must contain all the information needed to recover the computer systems, network and telecommunications in a disaster situation once a decision to invoke has been made and then to manage the business return to normal operation once the service disruption has been resolved. As part of the implementation planning process, it is vitally important to review key and critical contracts required to deliver business critical services.
Training and new procedures may be required to operate, test and maintain the stand-by arrangements and to ensure that they can be initiated when required.
ITSCM plans need to be developed to enable the necessary information for critical systems, services and facilities to either continue to be provided or to be reinstated within an acceptable period to the business. The criticality and priority of services, systems and facilities needs to be communicated by the Business Continuity planners for inclusion in the ITSCM plans.
Management of the distribution of the plans is important to ensure that copies are available to key staff at all times. Many procedures may already exist, such as the procedures for restoring systems and data in the event of equipment failure, and these should be refined and attached to the ITSC Plan as an Appendix. IT is responsible for the provision of the technical components and testing that these function effectively. A full test needs to replicate as far as possible the invocation of all stand-by arrangements, including the recovery of business processes and the involvement of external parties. Once the implementation and planning has been completed there is a need to ensure that the process is maintained as part of business as usual. Invocation is a key component of the plans, which must include the invocation process and guidance.
A disruption could occur at any time of the day or night, so it is essential that guidance on the invocation process is readily available.
The decision to invoke must be made quickly, as there may be a lead-time involved in establishing facilities at a recovery site. Once the crisis management team has decided to invoke business recovery facilities, there is a need to communicate this within the organisation. The invocation and initial recovery is likely to be a time of high activity involving long hours for many individuals.
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Ramtech quickly get your business computers & phones working reliably & efficiently so you can get on with business. Introducing Ramtech Computing PTY LTD’s CEO, Founder and Blog Author, Ross MarstonConnect with Ross Marston on Twitter, LinkedIn & Google Plus. Ascent consulting specializes in business continuity consulting and IT disaster recovery consulting, for organizations in both public and private sectors. The world of business continuity consultants is largely filled with consulting giants and one-man bands, but our unique business model fits us neatly in the middle. With these two groups comprising our team, we deliver a level of service that combines the dedication of the lone consultants with the resources of a major firm. Our focus on people plans and procedures is what differentiates us from other business continuity consultants.
Objective: IT Service Continuity Management (ITSCM) aims to manage risks that could seriously impact IT services. There are no major differences between IT Service Continuity Management in ITIL V3 (2007) and ITIL 2011.
Following the introduction of Design Coordination in ITIL 2011 the information flows have been adapted.

Note: IT Service Continuity Management ensures that appropriate continuity mechanisms are in place. Process Objective: To make sure that all members of IT staff with responsibilities for fighting disasters are aware of their exact duties, and to make sure that all relevant information is readily available when a disaster occurs. Process Objective: To design appropriate and cost-justifiable continuity mechanisms and procedures to meet the agreed business continuity targets.
Process Objective: To make sure that all preventive measures and recovery mechanisms for the case of disaster events are subject to regular testing. Process Objective: To review if disaster prevention measures are still in line with risk perceptions from the business side, and to verify if continuity measures and procedures are regularly maintained and tested.
A schedule for the regular testing of all availability, continuity and security mechanisms, jointly maintained by Availability, IT Service Continuity and Information Security Management.
An outline of the approach to ensure the continuity of Vital Business Functions in the case of disaster events. A document produced by IT Service Continuity Management with detailed instructions on when and how to invoke the procedure for fighting a disaster.
The IT Service Continuity Report is created at regular intervals and provides other Service Management processes and IT Management with information related to disaster prevention.
IT Service Continuity Plans underpin the ITSCM Strategy, describing how continuity is ensured for specific disaster events and services. The IT Service Continuity Strategy contains an outline of the approach to ensure the continuity of vital services in the case of disaster events. The IT Service Continuity Manager is responsible for managing risks that could seriously impact IT services. He ensures that the IT service provider can provide minimum agreed service levels in cases of disaster, by reducing the risk to an acceptable level and planning for the recovery of IT services.
For 2007 technology-related themes, 61% of our government respondents list significant upgrades of their disaster recovery capabilities as either a priority or a critical priority. These elements assist in defining the appropriate strategies for system recovery and resumption purposes. Als Basis fur eine angemessene Vorsorge ist die regel­ma?ige Analyse von Schwachstellen, Bedrohungen und Risiken erforder­lich.
Als Basis fur eine angemessene Vorsorge ist die regelma?ige Analyse von Schwachstellen, Bedrohungen und Risiken erforderlich. The regular analysis of vulnerabilities, threats and risks represents a basis for suitable precautions. As a basis for suitable precautions, the regular analysis of vulnerabilities, threats and risks is required. For instance, it may be possible for a business to function without a particular process for a short period of time, for example invoicing, but over a longer period re-establishment will become critical, i.e. These contracts should be reviewed to ensure that, if appropriate, they provide a BCM service, there is a defined Service Level agreed and the contracts are still valid and in-force if operations have to switch to the recovery site (either wholly or partially). Floods, fire, cyclone and human error are just some of what Ramtech will have your IT infrastructure ready for.
Our core operations team provides the support to manage large-scale programs and multiple clients, while our subject matter experts bring the highest levels of knowledge and experience in the industry. We believe in fostering collaborative partnerships with our clients, and perform work with a level of care and creativity that cannot be found elsewhere in the marketplace.
We believe business continuity is an essential part of operating a sustainable business; our passion is to help businesses fulfil this responsibility. Escrow Management primarily focuses on the sound relationship between a Seller of a property and the buyer. ITSCM ensures that the IT service provider can always provide minimum agreed Service Levels, by reducing the risk from disaster events to an acceptable level and planning for the recovery of IT services. The process overview of IT Service Continuity Management (.JPG) is showing the most important interfaces (see Figure 1).
The recovery of IT services is managed through the Incident Management process, especially the "Handling of Major Incidents" sub-process.
The Business Continuity Strategy is prepared by the business and serves as a starting point for producing the IT Service Continuity Strategy.
Most importantly, the guideline defines the first steps to be taken by 1st Level Support after learning that a (suspected) disaster has occurred. This document is maintained and circulated by IT Service Continuity Management to all members of IT staff with responsibilities for fighting disasters.
It specifies the measures to enhance the resilience of services and describes how to effectively respond to a disaster event. It includes a list of Vital Business Functions and applied risk reduction or recovery options.
A Test Report is created for example during Release tests in the Service Transition stage or during tests carried out by Availability, IT Service Continuity or Information Security Management. This framework allows organizations the most flexibility in the implementation and management of a robust service continuity program. In addition, this document will identify the threats, risks and likelihood of a serious disruption to services.
If contracts do not include these details, then the service criticality should be reviewed and the risks associated with the service not being provided should be assessed.
ITSCM Plans usually include references to more detailed Recovery Plans with specific instructions for returning systems to a working state.
The ITSCM Strategy is underpinned by more detailed ITSCM Plans, describing how continuity is ensured for specific disaster events and services. This assists in obtaining “buy in” from the organization in terms of setting priority and criticality to affected systems as well as the priority of remediation activities. This is especially important if the recovery site has to be used for extended periods of time (e.g. In addition, cost estimates, levels of efforts, and defined roles and responsibilities to execute are defined to implement the appropriate solutions.

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