This policy defines acceptable methods for disaster recovery planning, preparedness, management and mitigation of IT systems and services at Weill Cornell Medical College. The disaster recovery standards in this policy provide a systematic approach for safeguarding the vital technology and data managed by the Information Technologies and Services Department. The Disaster Recovery Manager is responsible for maintaining the Recovery Tier Chart , which defines the Recovery Time Objectives (RTO) and Recovery Point Objectives (RPO) of all ITS-managed systems. IT Managers are responsible for tracking and reporting on planned and unplanned outage spending related to the recovery and restoration effort.
Technological solutions for data availability, data protection, and application recovery must be considered by data gathered by the BIA and CA.
Upon completion or update, DR plans must be sent to the Disaster Recovery Manager and ITS Change Manager for review. Backup strategies must comply with predefined businesses continuity requirements, including defined recovery time and point objectives. Approved recovery strategies must be tested to ensure they meet required recovery time and recovery point objectives. The ITS Disaster Recovery Manager is required to provide DR training and awareness activities at least twice per year. Such plans provide a step-by-step process for responding to a disruptive event with steps designed to provide an easy-to-use and repeatable process for recovering damaged IT assets to normal operation as quickly as possible. Those events with the highest risk factor are the ones your disaster recovery plan should primarily aim to address. This paper discusses an approach for creating a good disaster recovery plan for a business enterprise. When a disaster strikes, the normal operations of the enterprise are suspended and replaced with operations spelled out in the disaster recovery plan. The second section of this paper explains the methods and procedures involved in the disaster recovery planning process. Simple "one cause multiple effects" diagrams (Figure 3) can be used as tools for specifying the effects of each of the disasters. 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. 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.
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 best strategy is to have some kind of disaster recovery plan in place, to return to normal after the disaster has struck. 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.
The plan should also define how to restore operations to a normal state once the disaster's effects are mitigated. A higher value would mean longer restoration time hence the priority of having a Disaster Recovery mechanism for this risk is higher.
This information becomes crucial for preparing the recovery sequence in the disaster recovery plan. 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. At the end of this phase, recovery staff will be ready to execute contingency actions to restore system functions on a temporary basis.
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.
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. Procedures should contain the process to alert recovery personnel during business and nonbusiness hours. DR on Demand from CtrlS makes disaster recovery broadly accessible for all applications and sites by providing cost-efficient, automated and simple disaster protection. 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. The disaster recovery plan does not stop at defining the resources or processes that need to be in place to recover from a disaster. 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. Given the competition organizations such as yours face, implementing the right disaster recovery solution is not a priority but a necessity.


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. 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.
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. 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.
Nowadays most of the meteorological threats can be forecasted, hence the chances to mitigate effects of some natural disasters are considerable.
Their physical distance and technology selected can affect how quickly you recover from a disruption and how much data is lost.Organizations normally set requirements for how much lost data and how much time to come back online is acceptable.
The recovery time objective (RTO) is the amount of time that it takes to recover the data and restart your business services from the recovered data. Has been utilized in the therapy your other things because it was more than disaster recovery strategy a quarter pound lighter. Those with on-premises infrastructure will often invest in additional disaster-recovery tools, such as remote backups, archives, etc. The ITS Disaster Recovery Program (DRP) addresses the protection and recovery of WCMC IT services so that critical operations and services are recovered in a timeframe that ensures the survivability of WCMC and is commensurate with customer obligations, business necessities, industry practices, and regulatory requirements. ITS is required to create disaster recovery plans for the IT portion - including services, systems, and assets - of critical business processes. IT DR plans must provide information on Business Impact Analysis, Data Backup, Recovery, Business Resumption, Administration, Organization Responsibilities, Emergency Response & Operations, Training and Awareness and Testing. All Backup data must be labeled and logged, and are available for use during an emergency within stated recovery time objectives. Recovery strategies must be implemented within a previously agreed upon period of time, generally not more than 180 days after management approval.
Disaster recovery risk assessment and business impact analysis (BIA) are crucial steps in the development of a disaster recovery plan. During an outage, IT Managers may incur special recovery and restoration costs that are unbudgeted.
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. 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. The cost of downtime is the main key to calculate the investment needed in a disaster recovery plan. 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. Only when these are assessed and the affected systems are identified can a recovery process begin.
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. In Figure 3, the entities that fail due to the earthquake disaster are office facility, power system, operations staff, data systems, and telephone system.
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.
For an enterprise, a disaster means abrupt disruption of all or part of its business operations, which may directly result in revenue loss. The entities with less downtime tolerance limit should be assigned higher priorities for recovery. To minimize disaster losses, it is very important to have a good disaster recovery plan for every business subsystem and operation within an enterprise. The business world is rife with situations, in which disaster recovery follows a traditional approach, leading to loss of precious time and money and underutilization of resources. The DR on Demand Framework is built to align to an enterprises’ - large or medium - DR strategy by offering a robust Disaster Recovery solution at a cost that fits their budget. Finally, ongoing procedures for testing and improving the effectiveness of the disaster recovery system are part of a good disaster recovery plan.
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. The answer lies in combating unpredictability with industry-leading disaster recovery solutions. However, for small businesses, disaster recovery may be deemed costly or an unnecessary expense.Disaster recovery is an important aspect of business continuity. The Disaster Recovery Manager is responsible for conducting Business Impact Analyses (BIA) to identify the critical business processes, determine standard recovery timeframes, and establish the criticality ratings for each; at least every other years. A Risk Assessment must be conducted at least every other year to determine threats to disaster recovery and their likelihood of impacting the IT infrastructure. To do that, let us remind ourselves of the overall goals of disaster recovery planning, which are to provide strategies and procedures that can help return IT operations to an acceptable level of performance as quickly as possible following a disruptive event.


A documented decision making process will be used to determine what subset of backup data will be additionally encrypted, and stored off-site in a secured location outside of the geographical area of the system they are backups of.
Human caused: These disasters include acts of terrorism, sabotage, virus attacks, operations mistakes, crimes, and so on. 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. Execution Phase: In this phase, the actual procedures to recover each of the disaster affected entities are executed. At the earliest possible time, the disaster recovery process must be decommissioned and the business should return to normalcy. An outage introduces chaos at a time when it is imperative to recover and restore your business services to your clients as soon as possible. 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.
And the fourth section explains what information the disaster recovery plan should contain and how to maintain the disaster recovery plan.
With this solution, CtrlS now supports the full LAMP and Windows Stack for on demand disaster recovery services. The recovery point objective (RPO) is the amount of data that can be lost, measured in terms of time without being catastrophic to the business. The Disaster Recovery Manager is responsible for conducting Capability Analyses (CA) to determine ITS's capacity to recover critical IT services that support defined critical business processes and recovery objectives; at least every other years.
The IT Disaster Recovery Manager should be part of the ITS representation within the institution's Emergency Management Team . Having established our mission, and assuming we have management approval and funding for a disaster recovery initiative, we can establish a project plan. But, before we look at them in detail, we need to locate disaster recovery risk assessment and business impact assessment in the overall planning process.
Supplier: These risks are tied to the capacity of suppliers to maintain their level of services in a disaster. An unfortunate reality is that no matter how well prepared one might be, disasters do happen, most often due to forces out of one’s control.
A disaster recovery project has a fairly consistent structure, which makes it easy to organise and conduct plan development activity. 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.
A hurricane affecting a specific geographic area, or a virus spread expected on a certain date are examples of disasters with advance notice.
As you can see from The IT Disaster Recovery Lifecycle illustration, the IT disaster recovery process has a standard process flow. Following the BIA and risk assessment, the next steps are to define, build and test detailed disaster recovery plans that can be invoked in case disaster actually strikes the organisation’s critical IT assets. 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.
Our team, which includes advisors from the NYC Police department as well as Home Land Security, has had to tackle these disasters first hand, and come through it all the stronger and wiser. Detailed response planning and the other key parts of disaster recovery planning, such as plan maintenance, are, however, outside the scope of this article so let us get back to looking at disaster recovery risk assessment and business impact assessment in detail.
A key aspect is to know what services run on which parts of the infrastructure, said Andrew Hiles, FBCI, managing director of Oxfordshire-based Kingswell International. Traditional IT employees need to understand the big business picture and what the cloud offers to remain relevant. Naturally, from a fiscal standpoint, it makes sense to build disaster recovery into your organization's budget, and with monthly subscriptions that range from less than $100 to a few hundred dollars for a cloud-based DR solution, it’s more affordable than you may realize.Disaster Recovery Concepts to Implement in Your BusinessOne reason why many small businesses skip over disaster recovery is a lack of understanding of its basic concepts. The concepts of disaster recovery may have a technical nature, but aren’t as complex as one may believe.The recovery time objective, or RTO, is the maximum desired length of time between an unexpected failure or disaster and the resumption of normal operations and service levels. The RTO defines the length of time that is allowed to pass between system failure and repair before the consequences of the service interruption become unacceptable.The recovery point objective, or RPO, is the maximum amount of data allowed to be lost, measured in time.
It will outline several disaster scenarios, define the detailed responses to each while aiming to keep impact to a minimum.
If you’re maintaining a data center, maintain an off-site failover device to monitor your system health and reroute traffic in real-time, to another data center if your data center experiences failure.ConclusionIn the end, businesses are far safer implementing disaster recovery plans in their operations.
It ensures synchronization of data and backups across distributed infrastructure to keep your business continually running smoothly in the event of hard drive failure, or any other number of IT disasters.
The benefit of a investing either in infrastructure or a monthly subscription – in the case of SME-oriented cloud services – to protect yourself from disaster is definitely worth the investment compared to the potential loss of revenue and the damage to your reputation as a result of downtime or online security issues.



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