Failure to identify every potential event that can jeopardize the infrastructure and data that your enterprise depends - In addition to the security and network threats – viruses, Trojans, worms, etc. Failure to cross-train personnel in disaster recovery and business continuity - Often businesses create a Disaster Recovery and Business Continuity plan that depends on just a few people. Failure to have adequate backup power - If your facility is affected by a widespread environmental disruption, you may find yourself without power for an extended period. Failure to have  adequate physical documentation of your Disaster Recovery and Business Continuity plan  - After creating a plan, be sure that you create detailed systematic instructions on how to execute the recovery plan. Failure to validate the adequacy of your back ups - It does not matter how good your Disaster Recovery and Business Continuity plan is if your data is out of date, is in a location also affected by the disaster, or has become corrupted. Failure  to test your Disaster Recovery and Business Continuity plan – You need to make sure your recovery plan actually works in an emergency! Failure to have passwords available to the Disaster Recovery and Business Continuity team - Though password protection is a key goal for data security, you need to store your system passwords in at least two geographically separate, secure locations. Failure to keep your Disaster Recovery and Business Continuity plan up to date – You should never stop updating your Disaster Recovery and Business Continuity plan. The DRP template is over 200 pages and includes everything needed to customize the Disaster Recovery Plan to fit your specific requirement. Work Plan to modify and implement the template.  Included is a list of deliverables for each task.
Learn how to develop disaster recovery strategies as well as how to write a disaster recovery plan with these step-by-step instructions.
Formulating a detailed recovery plan is the main aim of the entire IT disaster recovery planning project.
Once this work is out of the way, you’re ready to move on to developing disaster recovery strategies, followed by the actual plans. You’ll want to consider issues such as budgets, management’s position with regard to risks, the availability of resources, costs versus benefits, human constraints, technological constraints and regulatory obligations. Once your disaster recovery strategies have been developed, you’re ready to translate them into disaster recovery plans.
In addition to using the strategies previously developed, IT disaster recovery plans should form part of an incident response process that addresses the initial stages of the incident and the steps to be taken.
Note: We have included emergency management in Figure 2, as it represents activities that may be needed to address situations where humans are injured or situations such as fires that must be addressed by local fire brigades and other first responders. The following section details the elements in a DR plan in the sequence defined by ISO 27031 and ISO 24762. Important: Best-in-class DR plans should begin with a few pages that summarise key action steps (such as where to assemble employees if forced to evacuate the building) and lists of key contacts and their contact information for ease of authorising and launching the plan.
In parallel to these activities are three additional ones: creating employee awareness, training and records management. Much of this pain is felt in backup and recovery, which must occur on three levels: item, site, and farm. You can also establish an arrangement with a third-party service provider to monitor your facility and notify a pre-defined set of individuals that are trained to execute your disaster recovery business continuity plan.

Be sure to have on hand enough fuel to run the back-up generators for more than a week.  In addition, purchase the longest-life, most uninterruptible power supply available. It is in these plans that you will set out the detailed steps needed to recover your IT systems to a state in which they can support the business after a disaster. Then, you’ll need to establish recovery time objectives (RTOs) and recovery point objectives (RPOs). Here we’ll explain how to write a disaster recovery plan as well as how to develop disaster recovery strategies. You’ll need to identify and contract with primary and alternate suppliers for all critical systems and processes, and even the sourcing of people.
Be prepared to demonstrate that your strategies align with the organisation’s business goals and business continuity strategies.
Procedures should ensure an easy-to-use and repeatable process for recovering damaged IT assets and returning them to normal operation as quickly as possible.
The next section should define roles and responsibilities of DR recovery team members, their contact details, spending limits (for example, if equipment has to be purchased) and the limits of their authority in a disaster situation. During the incident response process, we typically become aware of an out-of-normal situation (such as being alerted by various system-level alarms), quickly assess the situation (and any damage) to make an early determination of its severity, attempt to contain the incident and bring it under control, and notify management and other key stakeholders. Based on the findings from incident response activities, the next step is to determine if disaster recovery plans should be launched, and which ones in particular should be invoked. A section on plan document dates and revisions is essential, and should include dates of revisions, what was revised and who approved the revisions.
Once the plan has been launched, DR teams take the materials assigned to them and proceed with response and recovery activities as specified in the plans. Located at the end of the plan, these can include systems inventories, application inventories, network asset inventories, contracts and service-level agreements, supplier contact data, and any additional documentation that will facilitate recovery. These are essential in that they ensure employees are fully aware of DR plans and their responsibilities in a disaster, and DR team members have been trained in their roles and responsibilities as defined in the plans. If you reside outside of the United States, you consent to having your personal data transferred to and processed in the United States. Establish and document a list of trigger points that should invoke changes to the plan, like personnel, equipment, location or application changes, to name a few. Then consider site security, staff access procedures, ID badges and the location of the alternate space relative to the primary site. Key areas where alternate suppliers will be important include hardware (such as servers, racks, etc), power (such as batteries, universal power supplies, power protection, etc), networks (voice and data network services), repair and replacement of components, and multiple delivery firms (FedEx, UPS, etc). Then define step-by-step procedures to, for example, initiate data backup to secure alternate locations, relocate operations to an alternate space, recover systems and data at the alternate sites, and resume operations at either the original site or at a new location. Here we can see the critical system and associated threat, the response strategy and (new) response action steps, as well as the recovery strategy and (new) recovery action steps.
This section should specify who has approved the plan, who is authorised to activate it and a list of linkages to other relevant plans and documents. If DR plans are to be invoked, incident response activities can be scaled back or terminated, depending on the incident, allowing for launch of the DR plans.

The more detailed the plan is, the more likely the affected IT asset will be recovered and returned to normal operation. And since DR planning generates a significant amount of documentation, records management (and change management) activities should also be initiated. This section defines the criteria for launching the plan, what data is needed and who makes the determination.
Technology DR plans can be enhanced with relevant recovery information and procedures obtained from system vendors.
If your organisation already has records management and change management programmes, use them in your DR planning. Included within this part of the plan should be assembly areas for staff (primary and alternates), procedures for notifying and activating DR team members, and procedures for standing down the plan if management determines the DR plan response is not needed.
Check with your vendors while developing your DR plans to see what they have in terms of emergency recovery documentation. Also, when you provision new farms, get business and IT stakeholders to physically sign off on their understanding of SLAs that apply to those farms. For example, you must rebuild the server or servers, load Windows Server, load SQL Server, then load SharePoint.
Also consider the impact of a staging server (usually a single server with disk space to restore the databases) in your data center. Keep in mind that SharePoint-specific backup toolsets don’t have the throughput of a SQL Server backup toolset. Disk costs are a small component; when you factor in performance degradation, staffing, backup software, and data center costs (air, power, space), the cost of having low-value data in SharePoint and SQL Server adds up.
Tools that help with this process are available, such as Microsoft Single Channel Control Module (SCCM) and the free Codeplex SharePoint Documentation Generator (SPDocGen).
For example, Metalogix has a SharePoint tool that lets you use a simple Windows Explorer interface to browse content databases and retrieve content. The test plan should be used during the proof of concept or pilot operation, running end-to-end tests, and for getting stakeholders to sign off physically.
This involves quality checks to verify that backups complete without errors, restores complete without errors, and backup and recovery times and restore points meet SLAs.
Your tests should also check the logs and verify that the expected quantity of sites and data volumes was restored. With this, you can monitor the jobs for successful completion, increases in duration, and exceptions. Often SharePoint backup and recovery toolsets require servers to be loaded with Windows Server and joined to the domain.
If you rely on another party, work with them to obtain specifics regarding SLAs and other details.

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