It has a different purpose in this post which is to provide a visual reference point as we discuss how you break down a company’s business into processes and the systems that support them.
Note:  while graphic images are wonderful and many folks comprehend concepts more easily using them, a similar graphical effort, for the entirety of a business, could easily end up being wall-sized, so more usually a spreadsheet in some form is used.
This first diagram section is an effort to demonstrate the gathering of critical business process information. You will have noted that in my neatly arranged diagram I have three critical business processes (BPs) in each business unit (BU).  Of course the reality could be quite different, ranging from none (that is most certainly possible) to dozens. More than one beginner BC team has gotten mired down in such low level, IT systems design level, detail that they never get their own job done.  Leave IT DR Systems to IT and their DR team, the BC team must stay focused on the business processes and the resources and manual processes necessary to keep each business unit (BU) going during and post a DR event. In the early stages of the BIA to BCP development process in particular, you don’t care what system or systems keep the process in question running smoothly (it’s possible one or more may not even be IT systems) and you certainly don’t care what system or systems stores the data.  You just need to know what the pain point, the breaking point, for each process is after which the BU will be in trouble. If one BU says their processes must be back up in “twenty-four hours max” and another says “we can survive for a week” and they use a common IT system(s), then someone has to level set that … but later.  Again, initially, you don’t ask or care what IT systems are used to support each process. Only after you understand the process from front to back and can draw it in two dimensions do you ask about IT, or other, systems, at a high level, by name only.  Do not go digging down into the weeds and become wrapped up in performance specifications or operating systems or failover types or disaster recovery steps or …  leave that to IT’s DR team and their DIA’s.


Don’t be surprised if you don’t get a complete list of all systems that help to keep the automated version of the business process running but you should be able to compile, through various interviews, a fairly comprehensive list. This is important, make that vital, data and it forms the central meeting ground between the BC and DR teams.
RTO (Recovery Time Objective) records the time the IT system should be back up in order to keep the business process viable.  Typically specified in hours or days. RPO (Recovery Point Objective) records the amount of system data the business unit can afford to lose, i.e. Once the DIA is complete (or, in an ideal world the BIA for the BU and all relevant DIAs) the next step for the DR team is to sit down and design the DR system and its connections to its Production system. This is done, very methodically, with the network folks, the operating system folks, the database administration folks, the file storage folks, the security folks, the IT audit folks, the vendor folks if they are involved … until a coherent, affordable, workable design is achieved and accepted by the various layers of managers and executives and business users. Finally, as the DR design is being implemented, as the entire system is being built out and tested, the team is also working on the Disaster Recovery Plan (DRP).  If the entire team is smart, and they usually are, they will document the build out and document the test steps and in so doing they will have the meat of the DRP at least half written for that system … before they officially start the DRP. The mission of Rotary International, a worldwide association of Rotary clubs, is to provide service to others, to promote high ethical standards, and to advance world understanding, goodwill, and peace through its fellowship of business, professional, and community leaders.


In the event of a disaster, you can quickly restore data locally or launch resources in Amazon Web Services (AWS) to help ensure business continuity. Emergency management guidelines for telepsychiatry, bomb threat emergency evacuation plan - . Marlene Maheu gives a telehealth workshop to the California Institute for Mental Health (CiMH) conference in April 2013 in San Diego, California. We are the premier professional training site for professionals seeking training in telehealth.
In this presentation, you will learn about the AWS services that you can leverage for your disaster recovery (DR) solution, four common DR architectures that leverage the AWS Cloud, and how to get started.



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