CIS 359 Disaster Recovery Lessons Learned

Strayer CIS 359 Disaster Recovery Management, Case Study 2: Disaster Recovery (DR) Lessons Learned: September 11th, Graded A, 9 pages, 1850 words.
Consider the effects the attacks of September 11, 2001, have had on technology recovery efforts.
Write a two to four (2-4) page paper in which you:
1. Explain how the attacks affected risk management in organizations and have prompted an increased justification for recovery-based objectives, initiatives, and expenditures.
2. Analyze the use of social media and other current methods of communication for emergency notifications during an incident or disaster situation.
3. Determine whether or not organizations need to consider distanced geographic locations when preparing for backup operations / data centers, and determine the effects that recovery point objectives (RPO) and recovery time objectives (RTO) have on these decisions.
4. Evaluate the use of cloud services as tools for recovery operations within an organization, and explain how they could increase or decrease the effectiveness of recovery operations.
5. Determine whether or not cloud services are ideal recovery options for organizations regardless of their size. Provide a rationale to support the answer.
6. Use at least four (4) quality resources in this assignment.

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Discussion one:

From the first and second e-Activities, Consider the following scenario: Your employer, a small-business owner, has indicated she believes that rather than planning to recover from a disaster, It makes more sense to simply open a new business and start anew. As a security professional and proponent of disaster recovery, fonnulata a list of your top tlve concerns with this statement and explain each. Be sure to Indicate how and why you believe these concerns are relevant for a small business. Justify your response. 1. In modem times, there is little choice in having a disaster recovery plan. Every organization owes it to their employees and their customers to ensure they can continue to provide services in the event of a disaster. 2. Data needs to be protected. Vvhether a company decides to continue on after incurring the expenses involved in a DR scenario, they still need to treat their data as a valuable asset, and not a disposable commodity. 3. Reputation can die with a company. Deciding to just close shop and open a new business can quickly lead to developing a bad reputation, causing loss of long-time customers that decide to deal with more responsible management. 4. Legal issues. There could very well be contract language that will require a business to have at least a basic DR plan, and violation of any service agreements could be a costly issue for any business. 5. A DR plan could be less costly than a failed business. Even if insurance pays for the majority of the loss, the costs for starting a completely new business will be much more. Suppose you received push back from your Board of Directors while trying to explain the necessity of a disaster recovery plan (e.g., due to costs, administrative overheard, etc.). Outline the main points and with a rationale for each that can be used to persuade the Board of Directors into believing that a plan really is necessary. 1. Insurance does not cover everything. Though insurance might cover most, if not all, of the costs associated with a disaster {lost revenue, equipment replacement, facilities, etc.) the costs of implementing and maintaining an effective DR plan are often much less than the reputation loss that a company can experience from not being able to manage and recover from a disaster. 2. It has become the industry norm. Every business needs to keep up with, if not exceed, the current industry norms and standards involving business processes, practices and technologies. DR is not excluded from this. To keep from falling behind in any industry, DR should be considered to be as important as any other trend. 3. The competition is doing it. No organization wants to lose to the competition. More and more clients are requiring their vendors, service providers and business partners to have adequate contingency efforts in place and ready so they do not lose productivity when a disaster occurs, especially when the event does not affect them. It is very easy to lose a client based on lack of proper DR planning.

Discussion two:

Select two disaster scenarios (e.g., large-scale power outage, flood, earthquake, etc.) to compare and contrast, and explain how an implemented DR plan would differentiate when preparing for and dealing with these disasters. Flood and large-scale power outage: In a flood, there are several variables to consider. It is quite possible for a major flooding event to result in no damage to an organization’s facilities, but render the facility inaccessible. In such a scenario, a DR plan that provides the ability for employees to remotely access systems from alternative locations (timeshare offices or home) would be an ideal solution. In a large-scale power outage, and a sufficient generator backup is installed, ensuring timely fuel delivery would be a top priority, so an organization must ensure they have multiple fuel providers to tum to and have an appropriate contract with at least one of them that guarantees timely delivery. If power outage was flood-related, there is a strong possibility that the generator could be nonfunctional, or that fuel trucks ‘Will not be able to access the facility for delivery. In such a situation, a secondary datacenter would be a choice solution … either a dedicated warm or cold site, or one provided by a DR services company. Explain how the report structure and organization could help the overall recovery efforts in a disaster, and determine whether or not you believe the organization of large plans is a key consideration for plan creators and management Provide a rationale for your answer. I think I understand what is being asked here … Seeing as how successful disaster recovery depends on effective teamwork and communication, it would go to say that a poorly thought out reporting and organization structure would not work well. Ensur1ng the correct people are in the correct roles is a key factor in successful DR. Personnel with strong management skills and a thorough understanding of DR needs and procedures need to be placed in DR management and team leadership roles, while personnel with strong technical or procedural skills need to be placed in strategic team member roles to match their respective skill sets.

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