DISASTER RECOVERY PLAN OF AN ORGANIZATIONS COMPUTER OPERATIONS
Justification of the study 5 1. Supporting evidence 5 2. LITERATURE REVIEW 6 2. Disaster Recovery 7 2. Disaster Recovery Theory 9 3. According to Richardson (2005), the Disaster Recovery Management System is defined as the process of formulating plans, testing and implementing Disaster Recovery management procedures and processes with the aim of ensuring that the critical functions in an organization resume to normal after an interruption has taken place. This study will focus on the Disaster Recovery plan of an organization’s computer operations. It is important to carry out this study because the disruption of Information Technology facilities in any organization can decrease the productivity of the employees and damage the relationship between the business and its customers (Cerullo, 2004, pg. Many organizations normally face challenges after facing a major disaster that disrupts their activities because they do not have any strategy or plan to deal with the damage (Fallara, 2003, pg.
On the other hand, other companies are able to continue operating without significant challenges because they had these emergency plans. According to a study done by Sahebjamnia et al (2015), IT disaster recovery was ranked tenth in top concerns for IT executives of business organizations. Since the main objective is to respond to any disasters in the shortest time possible, IT Disaster Recovery Plan can help the organization to ensure that their essential services and business processes continue operating in the event of a disaster (Hawkins, Yen, & Chou, 2000, pg. IT Disaster Recovery Plan procedures and policies and these are associated with being able to restore the technological infrastructure that an organization uses in its daily operations. Considering that the Disaster Recovery Plan is meant to ensure that important business operations continue in the event that a disaster disrupts the smooth flow of operations, the plans can be utilized individually but are designed to support one another.
The first plan is known as the Crisis Management Plan. This will therefore help policy makers in organizations and other businesses with the development and review of existing policies to achieve synergy with the existing circumstance. To researchers and academicians, the study will avail material for reference by future researchers and academicians on the same topic disaster recovery mechanisms and the continuity of an organization. In addition, the study will also highlight other topics of future research like cloud computing issues in disaster recovery and business continuity in businesses that are new. Supporting evidence For small and large organizations, data is a very useful tool in the modern world because it can equip businesses with the knowledge that is required to make huge business decisions, and also understand helps to understand more about their customers and employees in general.
Data is also important as it helps with research in any field and much more (Rohde and Haskett, 1990, pg. This means that it should be able to meet the requirements of the organization. • The backup of data must occur within the available backup window. • It should offer a variety to choose from and allow for ease of data interchange. LITERATURE REVIEW Disaster management is the continuous process through which individuals, groups and communities attempt to avoid, minimize and/or recover from the risks and damages associated with hazardous events (Myers, 1999, pg. The disaster management process involves all aspects of preparing for and recovering from disaster events, including mitigation, preparedness, relief/ response and recovery Mitigation focuses on activities designed to reduce the risk associated with particular hazards, whereas preparedness includes the activities which improve the effectiveness of the community’s response to a disaster event.
Short term recovery activities can be generally associated with initial relief and response phases in the aftermath of a disaster event. Here, the focus is on stabilizing the organization in order to prepare for the longer-term recovery initiatives. Short-term recovery activities generally include the resumption of activities, restoration of critical infrastructure and the purchase of new equipment. Long-term recovery, on the other hand, focuses on restoring some crucial information of the organization in order to return to some previous level of functioning, often stated as returning to ‘normal’. Longer-term recovery processes usually require a tremendous amount of resources, often involving a variety of managers and data experts who move towards longer-term economic and financial development. After exploring the reconstruction and recovery efforts of four major disasters, they developed a disaster recovery model that divided the recovery process into four distinct, but overlapping periods: 1) Emergency Period: the initial period following the disaster, lasting a few hours or days, where the community begins to cope with losses of life, property and injury as well as initiating the beginning of cleanup.
The normal functioning of the community is disrupted during this period. In disaster management cycles, the emergency period is generally referred to as the response phase. Restoration Period: covers the time where major services, transportation and communications are restored. Depending on the community and resources available, this period may take several weeks or months. As such, the survey method of research was used. The advantage of using survey method in doing research is that it is an economical way of collecting data. It is also suitable because it is a convenient way of gathering data from the respondents. The limitation of this method of collecting data is that it is not ideal for carrying out research on controversial issues. The other disadvantage with this method is that the questions meant to collect data may not be appropriate at all stages of the research process.
E. R. Information warfare and security (Vol. Reading, MA: Addison-Wesley. Fallara, P. Hsiao, Y. M. U. Moxley, D. M. Myers, K. N. Manager's guide to contingency planning for disasters: Protecting vital facilities and critical operations (p. New York, NY: Wiley. Omar, A. Mansouri, S. A. Integrated business continuity and disaster recovery planning: Towards organizational resilience. European Journal of Operational Research, 242(1), 261-273. Rohde, R.
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