It goes without saying that every company, regardless of size, needs a concise business continuity plan in case of an emergency.
At the same time there are more security requirements that need to be met.  With mandated requirements like Sarbanes-Oxley, HIPAA, PCI-DSS, and ITIL, executive management is depending on you to have the right security policies and procedures in place. The processes driving comprehensive disaster recovery planning and security protection are both offensive and defensive.
We have just the download you need to create a world class plan and assure you leave no stone unturned.
The typical organization has hundreds of applications all at different recoverability capability.  For example some have no plan, some have out of region architectures some have not exercised in long time and some are in great shape testing every quarter.
All of the applications need to be categorizing them so that the Disaster Planning Team can start remediating the ones that place the enterprise at the most risk to the business from both a compliance and readiness perspective.
Using the ITIL framework, you can weigh each Critical Success Factor (CSF) and scoring their Key Performance Indicators (KPI). Disaster Recovery Business Continuity Template (WORD) - comes with the latest electronic forms and is fully compliant with all mandated US, EU, and ISO requirements. Included with the template are Electronic Forms which have been designed to lower the cost of maintenance of the plan. 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. Allocate Resources - the establishment of an effective Business Continuity Environment requires considerable resource both in terms of money and manpower. Agree project and quality plans - plans enable the project to be controlled and variances addressed. 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. 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. 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. 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. 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. 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.

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.
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.
Once the crisis management team has decided to invoke business recovery facilities, there is a need to communicate this within the organisation. If you don't have a disaster recovery plan or haven't updated yours recently, now is the time to take this critical step to protect your business. 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.
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