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