| VALUE of INFORMATION | | | | theoretical assumptions and expert |
| | | | consultations. While presenting a logical |
| To ensure continuity (going concern) we make | | | | methodical solution and giving a warm feeling |
| use of many resources. The unavailability or | | | | ("WE HAVE A PLAN"), such a plan is only worth |
| impairment of some resources will threaten | | | | the paper it is written on. |
| continuity and affect our chances of success | | | | |
| and sometimes our chances of survival. One of | | | | A documented plan that is effective is the |
| these important/critical resources is | | | | END RESULT of a process that adopts practical |
| information. | | | | and tested (proven) solutions. |
| | | | |
| We can consider the 'intrinsic" value of | | | | The method of developing and proving a |
| information as the cost of acquiring, the | | | | Contingency Plans must be logical and |
| means for storing, structuring, maintaining | | | | practical. The method must answer the needs, |
| and delivering the information (computer | | | | be cost effective and provide the vehicle for |
| systems). | | | | success. |
| | | | |
| The "consequential" value of computerised | | | | As opposed to other systems geared to |
| information is the potential loss (revenue, | | | | supporting the business functions, |
| ability to service) if the information was | | | | contingency plans are not going to improve |
| destroyed/corrupted or could not be delivered | | | | the profit margin or improve productivity. It |
| on time. | | | | involves added costs and human resources from |
| | | | which direct and tangible benefits might |
| We can buy insurance to cover the loss or | | | | never be realised. It is, however, a key |
| inability to deliver/process information. | | | | component of the overall strategy for |
| However, that does not replace the loss. | | | | protecting assets and ensuring business |
| | | | continuity and survival. |
| So, where do we go from here? We need to | | | | |
| protect against the loss of information and | | | | For an overall practical method that works |
| information systems and implement measures to | | | | visit my Blog |
| recover the information and the systems. We | | | | |
| cannot devise and implement effective | | | | CONTINGENCY PLANS - Developing and |
| measures based on theoretical assumptions or | | | | Implementing the PlanThe definition of an |
| guesswork or gut feel. How much is too much? | | | | effective plan: |
| How much is not enough? | | | | |
| | | | A good Contingency Plan is a comprehensive |
| Our first step is the Risk Analysis where: | | | | and consistent statement of actions, tasks, |
| | | | dependencies and milestones along with |
| • We establish the "intrinsic" and | | | | resources required to accomplish a required |
| "consequential" values. | | | | level of recovery for given functions at |
| | | | given locations within given time frames. |
| • We identify the threats and the | | | | |
| risks. | | | | The key words or sentences to be extracted |
| | | | from this definition are: ACTIONS/TASKS, |
| • We remove the threats and minimize | | | | DEPENDENCIES, RESOURCES, LEVEL OF RECOVERY, |
| the risks where possible. | | | | FUNCTIONS, LOCATIONS and TIME FRAMES. A good |
| | | | plan should address all these key words or |
| Our next step is to devise and implement | | | | sentences. A good plan should be detailed but |
| contingency measures to address scenarios | | | | to the point. It should exclude any lengthy |
| where the preventative measures have failed. | | | | policies and theoretical information. It is |
| With a good Risk Analysis we have removed the | | | | primarily an action plan giving very specific |
| theoretical assumptions and have a much | | | | instructions. |
| better measure of how much to invest in our | | | | |
| contingency plans. | | | | Visit my Blog for a more detailed |
| | | | discussion. |
| Visit my Blog for a more in depth | | | | |
| discussion. | | | | I hope this short article and visits to my |
| | | | Blogs will help you in effectively addressing |
| CONTINGENCY PLANS and CONTINUITYContingency | | | | Business Continuity. |
| plans can be produced quickly based on | | | | |