Simple Business Continuity Plan Template

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Design of the Plan 3 Overview of the Business Continuity Plan 3 Purpose 3 Assumptions 3 Development 4 Maintenance 4 Testing 4 Organization of Disaster Response and Recovery 4 Administrative Computing Steering Committee 4 Business Continuity Management Team 5 Business Continuity Management Team 5 Institute Support Teams: 6 Disaster Response 7 Disaster Detection and Determination 7 Disaster Notification 8 Initiation of the Institute’s Business Continuity Plan 8 Activation of a Designated Hot Site 8 Dissemination of Public Information 9 Disaster Recovery Strategy 9 Scope of the Business Continuity Plan 11 Category I Critical Functions 11 Category II Essential Functions 11 Category III – Necessary Functions 11 Category IV – Desirable Functions 11 Part III.

Team Descriptions 12 Institute Support Teams 14 Business Continuity Management Team 14 Damage Assessment/Salvage 15 Campus Police 16 MIT News Office – Public Information 17 Insurance 19 Telecommunications 20 Part IV.

Nevertheless, because of the potential impact to MIT, a plan for reducing the risk of damage from a disaster however unlikely is vital.

The Institute’s Business Continuity Plan is designed to reduce the risk to an acceptable level by ensuring the restoration of Critical processing within __ hours, and all essential production (Category II processing) within _______ week(s) of the outage.

III General responsibilities of the individual Institute Support Teams that together form the Business Continuity Management Team, emphasizing the function of each team and its preparation responsibilities.

IV Recovery actions for the Institute Support Teams and important checklists such as the notification list for a disaster and an inventory of resources required for the environment.The Plan identifies the critical functions of MIT and the resources required to support them.The Plan provides guidelines for ensuring that needed personnel and resources are available for both disaster preparation and response and that the proper steps will be carried out to permit the timely restoration of services.Distribution As the written record of the Institute’s Business Continuity Plan, this document is distributed to each member of the Business Continuity Management Team, including members of the Institute Support Teams.( Appendix C – Distribution List Page -33) It is also distributed to members of the Administrative Computing Steering Committee, FARM Team Coordinators, Information Systems Directors and others not primarily involved with the direct recover effort..Part II describes the philosophy of business continuity planning at MIT generally, and the kind of analysis that produced this Plan.These services include the support provided by Physical Plant, security provided by the Campus Police, and public information dissemination handled by the MIT News Office, among others.The Plan is predicated on the validity of the following three assumptions: It should be noted however, that the Plan will still be functional and effective even in an area-wide disaster.Preparation for, response to, and recovery from a disaster affecting the administrative functions of the Institute requires the cooperative efforts of many support organizations in partnership with the functional areas supporting the “business” of MIT.This document records the Plan that outlines and coordinates these efforts, reflecting the analyses by representatives from these organizations and by the MIT Information Security Officer, Gerald I. For use in the event of a disaster, this document identifies the computer recovery facilities (hot sites and shell sites – see Page 33) that have been designated as backups if the functional areas are disabled.This dependency will continue to grow with the trend toward decentralizing information technology to individual organizations within MIT administration and throughout the campus.The increasing dependency on computers and telecommunications for operational support poses the risk that a lengthy loss of these capabilities could seriously affect the overall performance of the Institute.

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