...current firm’s policy against the dissemination of proprietary information. Information Technology Statement of Intent This document delineates our policies and procedures for technology disaster recovery, as well as our process-level plans for recovering critical technology platforms and the telecommunications infrastructure. This document summarizes our recommended procedures. In the event of an actual emergency situation, modifications to this document may be made to ensure physical safety of our people, our systems, and our data. Our mission is to ensure information system uptime, data integrity and availability, and business continuity. Policy Statement Corporate management has approved the following policy statement: • The company shall develop a comprehensive IT disaster recovery plan....
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...Email: | Alternate Email: | | IT - | Work: | Alternate: | Mobile : | Home: | Email: | Alternate Email: | Plan Documentation Storage Copies of this Plan, CD, and hard copies will be stored in secure locations to be defined by the company. Each member of senior management will be issued a CD and hard copy of this plan to be filed at home. Each member of the Disaster Recovery Team and the Business Recovery Team will be issued a CD and hard copy of this plan. A master protected copy will be stored on specific resources established for this purpose. Backup Strategy Key business processes and the agreed backup strategy for each are listed below. The strategy chosen is for a fully mirrored recovery site at the company’s offices in _____. This strategy entails the maintenance of a fully mirrored duplicate site which will enable instantaneous switching between the live site (headquarters) and the backup site. KEY BUSINESS PROCESS | BACKUP STRATEGY | IT Operations | Fully mirrored recovery site | Tech Support - Hardware | Fully mirrored recovery site | Tech Support - Software | Fully mirrored recovery site | Facilities Management | Fully mirrored recovery site | Email | Fully mirrored recovery site | Purchasing | Fully mirrored recovery site | Disaster Recovery | Fully mirrored recovery site | Finance | Fully mirrored recovery site | Contracts Admin | Fully mirrored recovery site | Warehouse & Inventory...
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...IS 3110 Business Continuity Plan Contents 1.0 | About this Plan | Page No | 1.1 | Document Control | | 1.2 | Plan Purpose | | 1.3 | Plan Remit | | 1.4 | Plan Owner | | 1.5 | Plan Distribution | | 1.6 | Plan Storage | | 1.7 | Plan Review Date | | 1.8 | Plan Exercise/Testing | | 2.0 | Plan Activation | | 2.1 | Circumstances | | 2.2 | Responsibility for Activation | | 2.3 | Process for Activation | | 3.0 | Incident Management | | 3.1 | Purpose of the Incident Management Phase | | 3.2 | Actions to Protect the Safety of Staff, Visitors and members of the Public | | 3.3 | Communication Actions | | 3.4 | Actions to Support Business Continuity | | 3.5 | Actions to Support Recovery and Resumption | | 3.6 | Communicating with staff | | 4.0 | Business Continuity | | 4.1 | Purpose of the Business Continuity Phase | | 4.2 | Critical Activities | | 4.3 | Non Critical Activities | | 4.4 | Business Continuity Actions | | 5.0 | Resumption and Recovery | | 5.1 | Purpose of the Recovery and Resumption Phase | | 5.2 | Recovery and Resumption Actions | | 6.0 | Appendices | | | [Additional information can be added as needed through meeting with stakeholders] | | | | | | | | | | | 1.0 About this Plan 1.1 Document Control Date | Revision/Amendment Details & Reason | Author | | | | | | | | | | | | | 1.2 Plan Purpose The...
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...| | | | Table of Contents Information Technology Statement of Intent 5 Policy Statement 5 Objectives 5 Key Personnel Contact Info 6 Notification Calling Tree 7 External Contacts 8 External Contacts Calling Tree 10 1 Plan Overview 11 1.1 Plan Updating 11 1.2 Plan Documentation Storage 11 1.3 Backup Strategy 11 1.4 Risk Management 11 2 Emergency Response 12 2.1 Alert, escalation and plan invocation 12 2.1.1 Plan Triggering Events 12 2.1.2 Assembly Points 12 2.1.3 Activation of Emergency Response Team 12 2.2 Disaster Recovery Team 13 2.3 Emergency Alert, Escalation and DRP Activation 13 2.3.1 Emergency Alert 13 2.3.2 DR Procedures for Management 14 2.3.3 Contact with Employees 14 2.3.4 Backup Staff 14 2.3.5 Recorded Messages / Updates 14 2.3.7 Alternate Recovery Facilities / Hot Site 14 2.3.8 Personnel and Family Notification 14 3 Media 15 3.1 Media Contact 15 3.2 Media Strategies 15 3.3 Media Team 15 3.4 Rules for Dealing with Media 15 4 Insurance 15 5 Financial and Legal Issues 16 5.1 Financial Assessment 16 5.2 Financial Requirements 16 5.3 Legal Actions 16 6 DRP Exercising 16 Appendix A – Technology Disaster Recovery Plan Templates 17...
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...CUSTOMER INSIGHT: Managed Analytics INDUSTRY: RETAIL CASE STUDY: Leading Eastern European Department Store Boosts Loyalty THE CHALLENGE Revamping customer relationships challenged by the economic crisis This client is one of the largest department stores in the Eastern Europe region with 55 stores serving 28 million customers. Following the economic crisis in 2001, the client faced declining profits. Revenue fell and costs increased. Meanwhile, the company’s loyalty program was in disarray because customers did not find the program valuable. As a result, the company’s reputation was in jeopardy. The client decided a one-to-one customer relationship strategy was necessary to create a customer-centric business model and improve loyalty. THE WORK Data-driven valuation for a relaunch The client engaged Peppers & Rogers Group to help build customer-based strategies, specifically around the relaunch of its loyalty card. Peppers & Rogers Group worked with the client to define the value proposition, determine business requirements, identify performance evaluation metrics, and design a process for card management. The Managed Analytics team conducted customer value and needs assessments, placing customers into value tiers and needs segments for a better understanding of each customer portfolio. From those portfolios, the client could design and implement appropriate customer acquisition programs. As part of the needs analysis, common and unique customer needs were identified...
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...determining whether she can identify the opportunity. In this case, Chris is the expert in creating digital workflow strategies and has designed and implemented content management solutions for large corporations in the world (Exhibit 1). Her technical expertise and background knowledge allows her to know the market and the industry well. Hence, she is more sensitive to the industry environmental changes and is able to identify the hidden opportunities. In addition, Chris has worked as a VP at AGT, a famous media management company for 3 years. Her previous work experience allows her to know that there are many wealthy companies, which are interested in a company to digitalize and manage their photo and video archive. (Pg 176,para 3). This knowledge allows her to know the need for their product is pervasive and consumers are willing to pay for it. (book131) In this light, Chris individual knowledge about the industry demand and huge potential market is very crucial for to identify and confirm this opportunity. Lastly, Her opportunity to work with ISMC’s project allowed her to know that archive management is a very profitable business. This has further convinced herself in opportunity recognition, which propelled her and gave her incentives to start her business in online digitalization and archive management. Network Social capital is important in opportunity...
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...Assignment 4: Disaster Recovery Team Strayer University – Professor Hansen – CIS359 The following will detail the creation of a Disaster Recovery Team (DRT), with a staff of 11 employees including myself. It will cover the DRT roles, responsibilities, and sub team that may be implemented. It will also include DRT procedures and policies that will be implemented specific to the DRT personnel as well as special equipment that may be required. DIASASTER RECOVERY TEAM ROLES Management Team * Crisis Management Team Leader - Senior manager to oversee recovery. Authority to declare a disaster. * Alternate Management Team Leader - Full authority to act if Team Leader is not available. * Facility Team Leader - Oversee facility, security, damage assessment, salvage and reconstruction. * Recovery Team Leader - Knowledge of computer operations, systems, networks. Head of Sales & Marketing * Manager of Finance - Authority to spend the amounts required to fund recovery in the first days. * Human Resources - Ability and authority to make legal/contractual decisions. Human Resources Manager * Public Relations/PR - Knowledge and authority to make Human Resources decisions. (Seaton, 2013) Recovery Team * Recovery Team Leader/Senior Manager - Retrieve the Off-site Backup tapes. Establish the command center. Advise the alternate site of a disaster alert prior to a disaster being declared. Advise the alternate site of a declared disaster....
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...specifically, this presentation will provide information needed to garner and bolster support for such a plan from the university’s executive team. A well prepared, maintained and rehearsed recovery and/or continuity plan should have the ability to keep the university up and running throughout any type of disruptive event. DRP/ECP Team Members & Roles ● ● ● ● ● ● ● ● ● ● Crisis Management Team Administrative Support Team Damage Assessment Team Recovery Coordination Team Corporate Communications Team Human Resources Support Team Site Restoration Team Transportation Support Team System Restoration Team Voice Recovery Team and End-User Tech Support Team The Crisis Management Team should be a cohort of upper level management that will be responsible for all significant decision making in response to the current event. Only specific members of the Crisis Management team should be authorized to declare an emergency and decide on the appropriate action. Key responsibilities of this group include: analyzation of preliminary reports, disaster declaration, determination of appropriate response, activation of contingency plans and notification of team leaders (Hiles, 2010). The Administrative Support Team includes representatives from all major departments who can provide ongoing support and logistics for any needs of the Crisis Management Team. Key responsibilities of this group include: setting up the emergency command post, ensuring that administrative duties have been addressed...
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...The roles of information systems in emergency response system and how the individual would use it. In emergency response management the basic network involves receiving information and then the mobilization of the necessary emergency services and first responders to the disaster area. This is should include a first wave of core emergency services, such as firefighters, police and ambulance crews, but the size of the emergency determines the amount of resources allocated to any disaster. In receiving information there needs to be a way to provide and obtain accurate and timely information about the event and keep communication open and flowing with all the responders. It should have a way for key people to communicate and keep everyone updated by graphics, voice or video system. This could be done through a mix of broadband wireless access and sensor networks. Offering a WiMAX based system would allow “easy implementation, full user mobility, secure and reliable communications, easy interconnection with heterogeneous networks, and high transport capacity.” [Tarchi] Sensor networks are designed to collect and process data and then transmit such relevant information to the end users in a distributed way. This is because the amount of information gathered by sensor networks is vastly and would need to be processed before being readable, much less interpreted by an operator. This system would have to in some way be able to differentiate between main key people and then others. ...
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... Client Name: The Challenge: HP was implementing a CISCO enterprise call centre for a new GSM operator in the Middle East region. The call centre will be responsible for handling the requests of call customers concerning everything from service activation, to bill enquiry, to asking about new offers. The client required that the Call Center integrate with ORACLE CRM solution that held all the customer information and billing. HP commissioned SAND to do the integration part between CISCO and Oracle. The Approach: When SAND started on the project, we first explored our implementation options based on the technologies being used, and the architecture of the systems that we should integrate. After a the initial investigation and with the help of HP's person in charge of the project we found out that the version of CISCO used an ICM (Intelligent Contact Management) which has only one TCP/IP protocol interface (GED 145) for sending requests and receiving responses for the things that needed implementation. The ICM protocol was analyzed and the needed functions/messages were identified. On the Oracle side, we were supposed to either make direct database operations to retrieve the needed information, or to work with the Oracle implementation team to build some stored procedures for our use. The Solution: After several prototypes were developed to test the best approach for situation, we decided to implement a standalone middle wear between CISCO and Oracle instead of developing java helper...
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...Communication During and After Hurricane Andrew The largest natural disaster ever recorded in the history of the United States was hurricane Andrew, which struck South Dade County, Florida, as midnight turned the clock into August 24, 1992. Contrary to what the American news media broadcast across the United States and throughout Europe, the first outer wall of the hurricane unexpectedly slammed into South Dade, packing 214+ mph winds which quickly escalated to 350+ mph. Most of the 414,151 residents living in the danger zone were asleep when the outer wall struck. Thousands of them lost their lives, for no one in South Dade had been evacuated or even advised to evacuate. (Frankovich, 2001) Hurricane Andrew was a powerful category 4 hurricane, which made landfall in Dade County, Florida on August 24, 1992. The hurricane was later upgraded to a category 5 due to the storms extremely strong and damaging winds. When the storm made landfall it reportedly had sustained winds of 145 mph and wind gusts of 175 mph. In Dade County alone, the storm left 15 dead and approximately 250,000 residents homeless. According to (Rappaport, 1992) an additional 25 lives were lost due the after effects of the storm. No one knew exactly how big the storm would be and how much it would impact the southern part of Florida. Damage caused by the storm was estimated at $25 billion dollars. In Dade County alone, some 25,000 homes were destroyed and over 101,000 were damaged. In Homestead...
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...SWAT Standard For Law Enforcement Agencies National Tactical Officers Association Published September 2011 Dedicated to the memory of Sergeant Mark Renninger End of watch: November 29, 2009 NTOA SWAT Standard COPYRIGHT NTOA SWAT Standard Copyright 2008, 2011 National Tactical Officers Association Published September 2011 All rights reserved. This publication may not be reproduced, in whole or in part, in any form or by any means electronic or mechanical or by any information storage and retrieval system now known or hereafter invented, without prior written permission of the National Tactical Officers Association (NTOA), with the following exception: NTOA staff and training instructors are hereby given permission by NTOA to reproduce any or all of the contents of this manual for internal use within the organization or for training classes. All other individuals, private businesses and corporations, public and private agencies and colleges, professional associations, and law enforcement agencies, may not print or download this publication for non-commercial use without permission from the NTOA. Questions about this copyright information or about obtaining permission to use NTOAdeveloped publications may be addressed to the Executive Director at 1-800-279-9127. © 2008, 2011, NTOA. All rights reserved. 2 NTOA SWAT Standard CONTENTS Copyright .................................................................................................
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...Disaster Recovery Plan Kawa, Tonderai B. Fanshawe College INFO- 6027-02 Security Planning Defined Recovery Process: To insure the continuation of business at Sunnylake and secure accesses to the electronic medical records (EMRs) and insure a continued business through a disaster recovery plan that will be initiated with group 5 members. The plan has considered the Sunnylake hackers who have caused an access denied on EMRs so the DRP that is going to be implemented and will include management procedures and technology procedures to insure an on-time recovery. So the crisis being faced is hacked EMRs so doctors and nurses are at risk of medication errors and drug interactions, what was the most efficient method has becomes less reliable. Moverover if the recovery time takes longer there is little hope of reverting to EMRs. Some patients are receiving the wrong prescription due to a poor adjustment to the tedious and robust situation. Infrastructure (replace): Attempts for system restore, contemplating to pay ransom demanded by extortionist. Use of paper records as means of keeping patient and medication records and patients’ confidential information and doing filing as alternative means of record keeping. Whilst the hospital workstations being the major points of data entry. People (retain): The proactive participants and their role at Sunnylake; George Knudsen - (Chief of staff)...
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...Introduction On April 22, 2015 ScienceDaily released a news article that discussed the potential consequences of an earthquake on the west coast. This article references a recent report from the Seismological Society of America which has estimated that 143 million Americans living in the United States are exposed to the hazards of an earthquake (Seismological 2015). This report further estimates that the average long-term value of building losses from earthquakes is $4.5 billion per year with the majority of these losses coming from California, Oregon, and Washington (Seismological 2015). The Seismological Society of America estimates that 28 million Americans will experience an earthquake that will generate enough sufficient shaking to bring about moderate to severe harm. This investigation revealed that more than 6,000 fire stations, 800 doctor's facilities, and about 20,000 open and private schools are vulnerable to earthquakes in California(Seismological 2015).Furthermore, this weekend has been filled with news about the 7.8 magnitude earthquake that struck Nepal killing an estimated 900 people and injuring more than 1,500 (Strong 2015). This earthquake has forced Nepal to declare a state of an emergency. This recent news has caused much discussion about what individuals and business can do to plan and be prepared for an emergency. This paper will provide recommendations on what can be done to prepare adequately for an earthquake and how the use of digital images can enhance...
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...Company Virtual Solutions Inc. Foundations of Business Continuity Management Table of Contents Executive Summary 3 Introduction 5 About Company Virtual Solutions 6 The Current Status of Business Continuity Planning 6 Historical Context 6 The New Plan 8 Using Recovery Planner 8 Configuration for TPT 9 Presentation 9 Compliance 10 Comprehensive Planning 10 Leadership Approval 12 The Plan Strategy 12 Team Structure 12 Figure 1: The Business Continuity Plan Team Organizational Chart 13 Emergency Management Team 13 Business Continuity Team 14 Business Unit Teams 15 Fly Out Teams 16 Fire Teams 16 The Four Phases of the Plan 16 Figure 2: The four phases of the Plan 16 Phase I - Appraisal 17 Phase II – Recovery Coordination 18 Phase III - Production 18 Phase IV – Site Restoration 19 Business Unit Plan Structure 20 Alternative Sites 21 Planning Refinement Recommendations 22 Risk Assessment 22 Business Impact Analysis 22 Emergency Response 23 Disaster Recovery 23 Testing and Restoration 24 Future State 25 Comprehensive Business Planning 25 ACP Workflow Planning 26 Awareness and Training 27 Maintaining Support 27 Projected Timeline 28 Figure 3: Projected Timeline 29 Tasks 29 Conclusion 30 Sources 31 Appendix...
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