In most organizations, Disaster Recovery Planning is the quintessential complex, unfamiliar task. All Business Continuity Disaster Recovery Planning efforts need to encompass how employees will communicate, where they will go and how they will keep doing their jobs. But the critical point is that neither element can be ignored, and physical, IT and human resources plans cannot be developed in isolation from each other. The Disaster Recovery Plan (DRP) is that tool which can be used as a Disaster Planning Template for any size of enterprise. The Disaster Planning Template and supporting material have been updated to be Sarbanes-Oxley and HIPAA compliant.
Preparation for Disaster Recovery and Business Continuity in light of SOX has two primary parts. 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. Work Plan to modify and implement the template. Included is a list of deliverables for each task.
Click on the link below to get the Disaster Planning and Business Continuity Planning Template full table of contents and selected sample pages now and make it part of your Disaster Recovery Planning toolkit. This policy defines acceptable methods for disaster recovery planning, preparedness, management and mitigation of IT systems and services at Weill Cornell Medical College.
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. Plans must be developed, tested, and maintained to support the 2.a objectives of the Program, and those plans should include relevant IT infrastructure, computer systems, network elements, and applications. 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. The IT Disaster Recovery Manager should be part of the ITS representation within the institution's Emergency Management Team . Each IT division must develop and maintain a documented emergency plan including notification procedures. 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. Upon completion or update, DR plans must be sent to the Disaster Recovery Manager and ITS Change Manager for review. The ITS Disaster Recovery Manager is required to provide DR training and awareness activities at least twice per year. IT managers are responsible for briefing staff on their roles and responsibilities related to DR planning, including developing, updating, and testing plans.
Traditional disaster recovery is a complex endeavour, involving expensive capacity planning and cutover (switch-over) systems that meet the demands of business.
During an outage, IT Managers may incur special recovery and restoration costs that are unbudgeted.


With our cloud based disaster recovery services, the DR site is up and running immediately, whereas the physical DR site may take much longer time (even a few hours) to take over from the main site in the event of a disaster.
Drawing up strategies for disaster recovery audit, maintenance and continuous improvement are the key final stages in the development of a disaster recovery programme. Your organisation can continually improve disaster recovery and business continuity activities by monitoring the overall programme and applying preventive and corrective actions, such as periodic reviews of program performance, as appropriate.
Check to ensure that your audit firm has expertise in business continuity and disaster recovery. So, for example, make sure to audit outsourcing vendors to ensure their capabilities support your organisation's disaster recovery strategies and plans.
These will include risk assessments, business impact analyses (and updates to existing risk assessments and BIAs), plan reviews, plan exercises, contact list updates, and plan training and awareness activities. Continuous improvement is an ongoing activity that occurs at all points in the DR planning lifecycle, and can be implemented through effective programme management. 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 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. 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. All Backup data must be labeled and logged, and are available for use during an emergency within stated recovery time objectives. Plans must identify risk exposure and either accept the risk or propose mitigation solution(s). Disaster Recovery traditionally relates to preserving the technology and information critical to an organization by setting up a remote Disaster Recovery location that takes regular backups, This alternate location can then ensure your business's continuity and support business function when calamity strikes. Also, since our DR site is up and running within minutes of the main site being hit by a disaster, chances of data loss are significantly reduced. It should certainly help you to ensure that both the plan and contingency arrangements are adequate for your needs, however. Now, when looking at preparation of disaster recovery audit, maintenance and continuous improvement strategies, ISO 27031 also provides some important recommendations. When applied to disaster recovery, continuous improvement ties together the previously discussed disaster recovery audit and maintenance activities and leverages the results of both to introduce improvements to the process on an ongoing basis.
What's more, the myriad interconnected data, application and other resources that must be recovered after a disaster make recovery an exceptionally difficult and error-prone effort. For some businesses, issues such as supply chain logistics are most crucial and are the focus on the plan. The second is to clearly and expressly document all these procedures so that in the event of a SOX audit, the auditors clearly see that the Disaster Recovery and Business Continuity Plan exists and appropriately protects the data and assets of the enterprise.. 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.


Backup strategies must comply with predefined businesses continuity requirements, including defined recovery time and point objectives. Once your original site has been restored after the disaster, you can simply stop paying for the cloud servers.
This process turns out to be not only expensive, but also time consuming and recovery time going upto days. It can be used as the basis for the production of an entirely new plan or as a checklist to audit against and existing plan. Any change to ICT services which may affect the disaster recovery capability should be implemented only after the business continuity implications of the change have been assessed and addressed. Disaster recovery’s principal mission is to return IT operations to an acceptable level of performance as quickly as possible following a disruptive event. Now it is time to map out plans for disaster recovery audit, maintenance and continuous improvement. Even if you have never built a Disaster Recovery plan before, you can achieve great results. For others, information technology may play a more pivotal role, and the Business Continuity Disaster Recovery Plan may have more of a focus on systems recovery.
ITS is required to create disaster recovery plans for the IT portion - including services, systems, and assets - of critical business processes. Approved recovery strategies must be tested to ensure they meet required recovery time and recovery point objectives. As noted in previous articles in this series, disaster recovery strategies and procedures help organisations protect their investments in IT systems and operating infrastructures. It shows where the disaster recovery audit, maintenance and continuous improvement fit into the overall disaster recovery lifecycle and framework.
Just follow the DR Template that Janco has created and you will have a functioning plan before you know it. Recovery strategies must be implemented within a previously agreed upon period of time, generally not more than 180 days after management approval. Whether you use an internal audit department or an external auditing firm, be sure to periodically evaluate your disaster recovery programme to ensure it continues to be fit for purpose and compliant with industry standards and company policies.
Define the internal audit plan for IT disaster recovery and document the criteria, scope, method and frequency of audits. When building a disaster recovery maintenance plan, be sure to secure senior management review and approval. Once the disaster recovery project is completed, launch an ongoing process of continuous improvement.



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