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Today, disaster recovery plans encompass every type of automated system, including mainframes, midrange computers open systems, desktop devices, and perhaps even PDAs (personal digital assistants). I could go on all afternoon covering the changes just in the years since the first edition of Business Resumption Planning was published. The classical scenarios of fire, flood, earthquake, tornado, sabotage, and other disasters still apply. At the 100,000-foot level we can split disasters into three categories: natural causes, human error, and intentional causes. I think it's safe to say that most of the people initially tasked with responsibility for a disaster recovery plan by their organizations will not really know where to start.
You will undoubtedly have financial constraints and probably will not have all the people you need for the project. Consider Figure 2, which illustrates a four-step process to achieve the goals set forth earlier. I have personally seen this type of plan utilize as few as three steps, and as many as six.
Oh, and by the way, if you as the reader are a Big 4 consultant, there is something here for you too. For the moment, however, as this is only an overview, let's return to our four-step process defined previously.
After completion of Phase I and Phase II (typically 90 to 120 days), you will finally begin writing the plan. In summary, often the most difficult part of the planning process is simply getting off square one, and starting.
Those with on-premises infrastructure will often invest in additional disaster-recovery tools, such as remote backups, archives, etc. If you have drawn the short straw and been tasked with producing a plan for your organization, then I am both happy and sad for you. All of these play a role in the conduct of today's business, and all of them will have to be considered in your plan.

There are portions of this task that can be shared between departments, spreading the workload over more people, the objective being to hopefully come up with a superior plan faster. Indeed, the responsibility to maintain the integrity of the business in the event of a natural disaster, catastrophic human error, major system failure, or even a terrorist attack can be a daunting task at first glance. You will need to define your goals and expectations, set clear objectives, and have a measurement in place to gauge your progress. This means that when properly utilized, consultants can be very useful for securing financial commitment from management.
There are career advantages from the visibility you will receive; after all, for many companies disaster recovery planning is a board-of-directors-level issue. However, for small businesses, disaster recovery may be deemed costly or an unnecessary expense.Disaster recovery is an important aspect of business continuity. These and other events have changed and colored our definition of disasters to the point where they have perhaps permanently altered our very psychology as a nation.
The impact of such disasters, however, is intensified today when they take enabling technologies with them and potentially affect millions of people.
A fourth category can also be added called acts of God as a catch-all for disasters that defy classification (the legal term for this is force majeure).
That fact needs to be reflected in our recovery plans today, because routers, for example, now do more than only data. It's not the platform that's important, it's the application the platform supports, and how long the company can survive without it.
In fact, count the number of times you have chanted ad infinitum that "this must be a priority," only to have Ernst & Young come in and play a round of golf with your CEO. In the meantime, learn everything you can from the consultant, first and foremost because it broadens your skill set and makes you more valuable, even on other non-disaster-recovery-related projects and, second, so that you can become the flag bearer for the disaster recovery project in Phase II - not the expensive consultant.
If, on the other hand, this prospect intimidates you, you will probably want to get someone to champion it for you. That's why even though we have laid out a thumbnail sketch of a plan and how to implement it, the remaining several hundred pages will dive right into the details. At the same time, we are reintroducing tried and tested disaster recovery planning fundamentals.

For the remainder of this chapter, we will provide some basic information about what your planning objectives should be, what it should cost, where to get resources, and where you should start.
On Monday, the CEO comes in with the enthusiasm of a revivalist preacher proclaiming the gospel that "this must be a priority!"- the same advice, incidentally, that you have been giving for the last two years. Nothing makes for a better and more satisfying consulting engagement than the sense from your client that they have truly learned from you. The consultants will make the compelling point that disaster recovery is important, presenting all the reasons management needs to fund and endorse the project. If you expect to have people, money, and resources to complete a plan, there are some steps to take first.
Management never gets off the dime in supporting the plan and the organization "studies" it forever. This company enjoys a significant competitive edge by providing patrons with a nationwide "local" telephone number that is easy to remember (especially for guys who mess up and forget their anniversary). As most experienced managers have dealt first hand with projects of equal or greater complexity, most are up to the task of producing a plan.
We will cover that fact in this book as well, as it will save you a lot of legwork as you write your plan.
These all depend almost exclusively on one form of "value-added-sand" or another, whether these silicon chips are computer based or the telephone. You have to phase out what you have and replace it with equipment having fault-tolerant or disaster-resistant characteristics. 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. 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.

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  1. 27.05.2014 at 23:14:46

    Conservative media, you have likely heard some checklist also tends to make no mention.

    Author: HULIGANKA
  2. 27.05.2014 at 15:46:11

    Failed a number of instances, leaving the.

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  3. 27.05.2014 at 14:35:45

    Making an effective disaster strategy requires intimate kit.

    Author: SCKORPION