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Rebuilding After a Disaster Can Be Proactive
1.
Rebuilding After a
Disaster Can Be Proactive MTP4031 Tuesday, 9:15 a.m. Tim Salaver Dana Software, Inc. September 23, 2003 Copyright © 2003 Tim Salaver, Dana Software, Inc. 1
2.
Copyright © 2003
Tim Salaver, Dana Software, Inc. 2 September 23, 200
3.
Copyright © 2003
Tim Salaver, Dana Software, Inc. 3 September 23, 200
4.
Copyright © 2003
Tim Salaver, Dana Software, Inc. 4 September 23, 200
5.
Copyright © 2003
Tim Salaver, Dana Software, Inc. 5 September 23, 200
6.
The Disaster Plan
Checklist The checklist helps managers to put together a disaster plan for their organization. It covers physical disasters, such as fires, severe weather, acts of God, floods, or terrorist attacks. Copyright © 2003 Tim Salaver, Dana Software, Inc. 6 September 23, 200
7.
The Disaster Plan
(DP) Definition A DP aims to prevent or reduce the likelihood of a disaster occurring by identifying threats and taking the necessary preventative action, and to ensure that if a disaster does strike, the organization is prepared to deal with it effectively. Copyright © 2003 Tim Salaver, Dana Software, Inc. 7 September 23, 200
8.
Alternative References
Disaster Recovery Business Continuity Contingency Planning Emergency Preparedness Copyright © 2003 Tim Salaver, Dana Software, Inc. 8 September 23, 200
9.
Disaster Plan Purpose
Having a disaster plan forces you to make decisions before a disaster strikes, allowing you to spend the first critical days after a disaster dealing with the situation instead of deciding how to deal with it. Copyright © 2003 Tim Salaver, Dana Software, Inc. 9 September 23, 200
10.
Advantages
Supports the continuity of operations Mitigates the financial consequences Copyright © 2003 Tim Salaver, Dana Software, Inc. 10September 23, 200
11.
Del Monte Corporation
Toxic PCB (Polychlorinated Bicarbonate) contamination affects first 7 floors of world headquarters, including the Data Center. Took 14 months to recover and over $5 million in 1984 dollars. Data Center temporarily relocated. Have you ever been involved in a disaster? Copyright © 2003 Tim Salaver, Dana Software, Inc. 11September 23, 200
12.
Disadvantages
Poor planning or an out-of-date plan may be worse than no plan at all. The planning process can be time-consuming. “Failure to plan is planning to fail.” Copyright © 2003 Tim Salaver, Dana Software, Inc. 12September 23, 200
13.
Action Checklist 1.
Establish a Disaster Planning Team 2. Carry Out a Risk Assessment 3. Draw Up a Disaster Plan 4. Pilot the Plan 5. Communicate and Implement the Plan 6. Monitor, Revise, and Improve the Plan Copyright © 2003 Tim Salaver, Dana Software, Inc. 13September 23, 200
14.
Establish a Disaster
Planning Team Personnel Facilities Public Relations Information Technology General Management DP Advisor Identify and prioritize the business continuity activities Copyright © 2003 Tim Salaver, Dana Software, Inc. 14September 23, 200
15.
Carry Out a
Risk Assessment Evaluate and analyze vulnerabilities Distinguish between immediate and long term needs List extra resources required Appoint a loss adjuster for insurance claim process Copyright © 2003 Tim Salaver, Dana Software, Inc. 15September 23, 200
16.
Risk Assessment Documents
Insurance coverage Building and equipment maintenance Detection, alarm, and intrusion prevention Safety and Fire Precautions Document and Media storage systems Copyright © 2003 Tim Salaver, Dana Software, Inc. 16September 23, 200
17.
Personal Disaster s
Hard drive crash in a foreign country The information is far more valuable than the hardware Cell phones PDAs The Post-it Note Back-up What can be done to minimize risk Copyright © 2003 Tim Salaver, Dana Software, Inc. 17September 23, 200
18.
Draw Up a
Disaster Plan Keep it Simple and Easy to Understand Worst Case Scenario Learn from others Recovery > 1+ year Copyright © 2003 Tim Salaver, Dana Software, Inc. 18September 23, 200
19.
Draw Up a
Disaster Plan Key Personnel Responsibilities and limits of authority Location of offsite DP Control Center Prioritized functions and activities Floor Plans Evacuation procedures Precautionary measures Recovery period jobs Directory of emergency suppliers and location of information sources Every business operation involved Copyright © 2003 Tim Salaver, Dana Software, Inc. 19September 23, 200
20.
Employees
Employee contact information Counseling and aid Over communicate progress Alternative payroll arrangements Copyright © 2003 Tim Salaver, Dana Software, Inc. 20September 23, 200
21.
Cost of Downtime Industry
Rev/hour Rev/EE hour Energy $2,817,846 $569.20 Telco $2,066,245 $186.98 Pharma $1,082,252 $167.53 PS $ 532,510 $ 99.59 Media $ 340,423 $119.74 IT Performance Engineering & Measurement Strategies: Quantifying Performance Loss, Meta Group, Inc. Copyright © 2003 Tim Salaver, Dana Software, Inc. 21September 23, 200
22.
Alternative premises
Reciprocal arrangements with other departments and business partners Copyright © 2003 Tim Salaver, Dana Software, Inc. 22September 23, 200
23.
Continuity of operations
Operational ASAP Inform customers, suppliers, investors, and community Brief PR contact for media and information control Copyright © 2003 Tim Salaver, Dana Software, Inc. 23September 23, 200
24.
Physical Communications
Forward calls Ad hoc telephone directory Alternative mailing Copyright © 2003 Tim Salaver, Dana Software, Inc. 24September 23, 200
25.
Equipment and Resources
Critical documents and their location Store backups offsite Identify key resources Availability of cash Establish resource network Multiple DP copies and floor monitors Copyright © 2003 Tim Salaver, Dana Software, Inc. 25September 23, 200
26.
Mays Chemical Company
7-mile area Hot site over 25 miles away Fire department response 1,000 chemicals and food ingredients Pop tarts If a disaster did hit, would your organization survive? Copyright © 2003 Tim Salaver, Dana Software, Inc. 26September 23, 200
27.
Pilot the Plan
Test run with periodic drills Emergency response cooperation during drill Amend plan as necessary Copyright © 2003 Tim Salaver, Dana Software, Inc. 27September 23, 200
28.
Communicate and Implement the
Plan Presentation by DP Team member Orient new employees Address concerns Copyright © 2003 Tim Salaver, Dana Software, Inc. 28September 23, 200
29.
Monitor, Revise, and
Improve the Plan Flexible and practical Log and Review reported Disasters Can you afford to not have a disaster plan? The costs of a disaster are not just financial – they include interruption to business, wasted time, and lost opportunities Copyright © 2003 Tim Salaver, Dana Software, Inc. 29September 23, 200
30.
DOs
DON’Ts Be prepared Don’t be Learn from complacent others’ mistakes Don’t assume and successes you’ve thought Involve staff of everything Make staff It’s not a aware onetime task— Keep copies of keep it current plan in many locations Copyright © 2003 Tim Salaver, Dana Software, Inc. 30September 23, 200
31.
Resources
Association of Contingency Planners (ACP) Business Recovery Managers Association (BRMA) Unisys Corporation VulnerabilityAssessment Business Impact Analysis Architecture and Implementation Disaster Recovery Planning Copyright © 2003 Tim Salaver, Dana Software, Inc. 31September 23, 200
32.
Contact Information
Tim Salaver SVP, Chief Products Officer Dana Software, Inc 381 Stockton Ave San Jose, CA 95126 (408) 279-3838 Main (408) 535-4337 Direct tsalaver@danasoftwareinc.com www.danasoftwareinc.com Copyright © 2003 Tim Salaver, Dana Software, Inc. 32September 23, 200
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