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  • Disaster Response Roles

    • Responsible for carrying out the recovery processes and tasks: Emergency Response Team
    • Responsible for contaction the organization’s lawyer an/or legal team: Primary site restoration team
    • Responsible for interfacing with the media: Company executives
    • Responsible for setting the emergency plans into motion: Emergency management team

  • BC and DR essentials

    • Information on how to release progress reports  to vendors and the media.
    • Information about how an event is communicated and escalated.
    • A listing of each group’s roles and responsibilities.

  • Technology Recovery Strategies

    • Dual data centers: Two fully functional sites that both support an organization’s functions.
    • Cold sites: Empty spaces containing no technical equipment or resources.
    • Hot sites: Sites fully configured with equipment that actually mirror production sites.
    • Warm sites: Sites containing cabling and networks, but no computers.

  • Recovery Strategy Considerations

    The setup, maintenance, and execution of the recovery strategy must cost no more than the value of protecting the relevant technological asset or business process.

    Ensure that the financial benefit of the chosen strategy equals or outweighs the total cost of the strategy.

  • Plan Test Types

    • Call exercise: To find out how many involved people on the notification list are available any given time.
    • Compact exercise: testing a plan using the most comprehensive type of test.
    • Actual exercise: testing a portion of the plan as realistic as possible.
    • Walk-through exercise: going through the plan and documenting everybody who has a role in it.

  • Recovery Strategies

    • Alternative on-site venues: Temporarily using meeting rooms, training labs, or cafeterias to support business functions.
    • Reciprocation: Agreements with similar, unaffected organizations to use their facilities in the event of a disaster.
    • Multiple sites: Running operations from two or more fully equipped locations belonging to the organization.
    • External suppliers: Hiring resources, such as data centers and technical equipment, from specialist companies.

  • Considerations for the planning phase: Business Continuity

    • National and industry-specific laws and general business standards must be taken into account.
    • The staffing, funding, and other resources required to develop the plan must be identified.
    • The results of a risk assessment must inform the planning.

  • Items to consider work potentially lost

    • How quickly work in progress will need to be restored to workstations at an alternative site
    • The amout of work that can tolerably be lost without harming the organization

  • SoftWare Engineering Body of Knowledge v3

    The Ballot version of the complete SWEBOK Guide V3 has been finalized and is now available. Everyone is invited to read the manuscript and to view the report of collected public review comments and their resolutions.

    IEEE Computer Society Members Are Invited to Vote to Move Document Forward to Publication

    via SWEBOK V3 Ballot.

  • Project Initiation Phase: Business Continuity Plan

    • Secure commitment of departmental leaders who’ll be responsible for implementing the BCP.
    • Pursuade senior management of the importance of having a BCP.
    • Outline a timeline for developing a comprehensive continuity plan.
    • Determine which possible disasters should be covered in the BCP.