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• BUSINESS CONTINUITY STRATEGIES: PROTECTING AGAINST UNPLANNED DISASTERS
• CONTENTS
• PREFACE
• Chapter 1: Defining the Problem
• BUSINESS CONTINUITY CONCERNS
• Telephone Communications
• Computer Processing
• Vital Facilities
• Only a Computer Recovery Plan
• Current Program May Not Work
• CHARACTERISTICS OF A SOUND PROGRAM
• COST-REDUCTION OPPORTUNITIES
• How to Contain Program Development Costs
• Where to Look for Cost Reductions in an Existing Computer Disaster Recovery Plan
• Audit Concerns
• Involving Department Managers
• NEED FOR COST-EFFECTIVE SOLUTIONS
• BACKUP
• Chapter 2: Workplace Violence
• BACKGROUND
• What Is Workplace Violence?
• Who Is Vulnerable?
• Contributing Factors
• LIABILITY
• Employer Liability
• Security
• Workplace Violence Incidents
• Three Stages Prior to Workplace Violence
• PREVENTION
• Policy and Strategy
• Workplace Violence and Boards of Directors
• Reducing Exposure to Workplace Violence
• What Can Employers Do to Protect Employees?
• How Can Employees Protect Themselves?
• Warning Signs of Violence
• Performance Indicators
• Employee Training
• Supervisory Training
• Alternate Dispute Resolution
• Incident Response Team Training
• INCIDENT RESPONSE
• Critical Incident Stress Debriefing
• Recommendation
• Chapter 3: Final Reports of the Federal Building and Fire Investigation of the World Trade Center Di
• INTRODUCTION
• Genesis of This Investigation
• November 29, 2005 Report Recommendations
• INCREASED STRUCTURAL INTEGRITY
• Recommendation 1
• Recommendation 2
• Recommendation 3
• ENHANCED FIRE ENDURANCE OF STRUCTURES
• Recommendation 4
• Recommendation 5
• Recommendation 6
• Recommendation 7
• NEW METHODS FOR FIRE-RESISTANT DESIGN OF STRUCTURES
• Recommendation 8
• Recommendation 9
• Recommendation 10
• Recommendation 11
• IMPROVED ACTIVE FIRE PROTECTION
• Recommendation 12
• Recommendation 13
• Recommendation 14
• Recommendation 15
• IMPROVED BUILDING EVACUATION
• Recommendation 16
• Recommendation 17
• Recommendation 18
• Recommendation 19
• Recommendation 20
• IMPROVED EMERGENCY RESPONSE
• Recommendation 21
• Recommendation 22
• Recommendation 23
• Recommendation 24
• IMPROVED PROCEDURES AND PRACTICES
• Recommendation 25
• Recommendation 26
• Recommendation 27
• Recommendation 28
• EDUCATION AND TRAINING
• Recommendation 29
• Recommendation 30
• LOOKING FORWARD
• Chapter 4: New Contingency Program Paradigm
• BACKGROUND
• Strategies versus Plans
• Terrorist Incidents
• Terrorism, Workplace Violence, and Boards of Directors
• OLD PARADIGM
• Organizational Responsibility
• Foreign Corrupt Practices Act
• Common Mistakes
• Computer Oriented
• Systemic Problems
• NEW PARADIGM
• Mind-Set
• Organizational Responsibility
• Terrorism
• Facility Oriented
• Workplace Violence
• Contingency Program Components
• TRANSITIONING TO THE NEW PARADIGM
• Organizational Responsibility
• Policy and Strategy
• Development of Interim Processing Strategies
• Chapter 5: Developing a Contingency Program
• MANAGEMENT’S RESPONSIBILITY
• HOW MUCH MARKET SHARE COULD COST YOU?
• PROTECT AGAINST WHAT?
• CONTINGENCY PLANNING REQUIRES SPECIALIZATION
• INCREASED TECHNOLOGY DEPENDENCY
• CORPORATE ISSUE
• CONTINGENCY PROGRAM PHASES
• Prevention
• Incident Recovery
• Interim Processing
• DISCRETIONARY EXPENSE
• PROJECT PLANNING
• Policy and Strategy
• Limit Scope
• Limit the Time Periods
• Surgical Process
• Game Plan
• Team Concept
• Prototype Programs
• AWARENESS AND EDUCATION
• Business and Environment
• Types of Disasters
• Potential Impact on Business
• Program Objectives
• Insurance Considerations
• How Much Detail?
• Establishing a Firm Foundation
• Key Result Areas
• Convincing Others
• Executive Briefings
• BUSINESS IMPACT ANALYSIS
• Objective
• What Is Really Critical?
• Awareness and Education
• Regulatory Agency Reporting Requirements
• Window
• SELECTING A METHODOLOGY
• Philosophy
• Setting the Stage for Success
• Program Requirements
• Program Development Steps
• Key Tasks
• Developing “What If” Interim Processing Strategies
• Computer Processing Alternatives
• Documentation
• Cost Benefits
• Corporate Benefits
• IMPLEMENTATION
• Tailor Presentations
• Role of Senior Management
• Role of a Steering Committee
• Role of Department Managers
• Role of First-Line Supervisors
• Role of Outside Specialists
• Develop Program with First-Line Supervisors
• Obtain Department Managers’ Approval
• Noncomputerized Business Functions
• MAINTENANCE AND TESTING
• Objectives
• Maintenance
• Continuing Education and Preparedness Reviews
• Technology Testing
• Chapter 6: Guidelines for Developing Contingency Programs at Multiple
• BACKGROUND
• OBJECTIVES AND SCOPE
• SECTION I: ORGANIZATION
• Placement of the Contingency Planning Activity
• Organizational Functions
• SECTION II: STANDARDS FOR IMPLEMENTATION PLANNING
• Methods Standards
• Performance Standards
• SECTION III: STANDARDS FOR DEVELOPING INTERIM PROCESSING STRATEGIES
• Methods Standards
• Performance Standards
• SECTION IV: DOCUMENTATION STANDARDS
• Methods Standards
• Performance Standards
• SECTION V: STANDARDS FOR ONGOING MAINTENANCE AND TESTING
• Methods Standards
• Performance Standards
• Chapter 7: Conceptual Business Continuity Strategies for Loss of Computer Operations
• POLICY AND STRATEGY
• Policy
• Strategy
• EXECUTIVE SUMMARY
• Normal Operations
• Emergency Response
• Interim Processing
• Maintenance and User Continuing Education and Preparedness Reviews
• GLOSSARY
• INDEX