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Chapter: Security in Computing : Administering Security

Business Continuity Plans

Small companies working on a low profit margin can literally be put out of business by a computer incident. Large, financially sound businesses can weather a modest incident that interrupts their use of computers for a while, although it is painful to them.

Business Continuity Plans


Small companies working on a low profit margin can literally be put out of business by a computer incident. Large, financially sound businesses can weather a modest incident that interrupts their use of computers for a while, although it is painful to them.


But even rich companies do not want to spend money unnecessarily. The analysis is sometimes as simple as no computers means no customers means no sales means no profit.


Government agencies, educational institutions, and nonprofit organizations also have limited budgets, which they want to use to further their needs. They may not have a direct profit motive, but being able to meet the needs of their customersthe public, students, and constituentspartially determines how well they will fare in the future. All kinds of organizations must plan for ways to cope with emergency situations.


A business continuity plan documents how a business will continue to function during a computer security incident. An ordinary security plan covers computer security during normal times and deals with protecting against a wide range of vulnerabilities from the usual sources. A business continuity plan deals with situations having two characteristics:

catastrophic situations, in which all or a major part of a computing capability is suddenly unavailable

long duration, in which the outage is expected to last for so long that business will suffer


There are many situations in which a business continuity plan would be helpful. Here are some examples that typify what you might find in reading your daily newspaper:


A fire destroys a company's entire network.


A seemingly permanent failure of a critical software component renders the computing system unusable.


A business must deal with the abrupt failure of its supplier of electricity, telecommunications, network access, or other critical service.


A flood prevents the essential network support staff from getting to the operations center.


As you can see, these examples are likely to recur, and each disables a vital function.


You may also have noticed how often "the computer" is blamed for an inability to provide a service or product. For instance, the clerk in a shop is unable to use the cash register because "the computer is down." You may have a CD in your hand, plus exactly the cash to pay for it. But the clerk will not take your money and send you on your way. Often, computer service is restored shortly. But sometimes it is not.


Once we were delayed for over an hour in an airport because of an electrical storm that caused a power failure and disabled the airlines' computers. Although our tickets showed clearly our reservations on a particular flight, the airline agents refused to let anyone board

because they could not assign seats. As the computer remained down, the agents were frantic because the technology was delaying the flight and, more importantly, disrupting hundreds of connections.

The key to coping with such disasters is advance planning and preparation, identifying activities that will keep a business viable when the computing technology is disabled. The steps in business continuity planning are these:


·          Assess the business impact of a crisis.


·          Develop a strategy to control impact.


·          Develop and implement a plan for the strategy


Assess Business Impact


To assess the impact of a failure on your business, you begin by asking two key questions:

           What are the essential assets? What are the things that will prevent the business from doing business? Answers are typically of the form "the network," "the customer reservations database," or "the system controlling traffic lights."


           What could disrupt use of these assets? The vulnerability is more important than the threat agent. For example, whether destroyed by a fire or zapped in an electrical storm, the network is nevertheless down. Answers might be "failure," "corrupted," or "loss of power."



You probably will find only a handful of key assets when doing this analysis.


Do not overlook people and the things they need for support, such as documentation and communications equipment. Another way to think about your assets is to ask yourself, "What is the minimum set of things or activities needed to keep business operational, at least to some degree?" If a manual system would compensate for a failed computer system, albeit inefficiently, you may want to consider building such a manual system as a potential critical asset. Think of the airline unable to assign seats from a chart of the cabin.


Later in this chapter we study risk analysis, a comprehensive examination of assets, vulnerabilities, and controls. For business continuity planning we do not need a full risk analysis. Instead, we focus on only those things that are critical to continued operation. We also look at larger classes of objects, such as "the network," whose loss or compromise can have catastrophic effect.

Develop Strategy


The continuity strategy investigates how the key assets can be safeguarded. In some cases, a backup copy of data or redundant hardware or an alternative manual process is good enough. Sometimes, the most reasonable answer is reduced capacity. For example, a planner might conclude that if the call center in London fails, the business can divert all calls to Tokyo. It is possible, though, that the staff in Tokyo cannot handle the full load of the London traffic; this situation may result in irritated or even lost customers, but at least some business can be transacted.


Ideally, you would like to continue business with no loss. But with catastrophic failures, usually only a portion of the business function can be preserved. In this case, you must develop a strategy appropriate for your business and customers. For instance, you can decide whether it is better to preserve half of function A and half of B, or most of A and none of B.


You also must consider the time frame in which business is done. Some catastrophes last longer than others. For example, rebuilding after a fire is a long process and implies a long time in disaster mode. Your strategy may have several steps, each dependent on how long the business is disabled. Thus, you may take one action in response to a one-hour outage, and another if the outage might last a day or longer.


Because you are planning in advance, you have the luxury of being able to think about possible circumstances and evaluate alternatives. For instance, you may realize that if the Tokyo site takes on work for the disabled London site, there will be a significant difference in time zones. It may be better to divert morning calls to Tokyo and afternoon ones to Dallas, to avoid asking Tokyo workers to work extra hours.


The result of a strategy analysis is a selection of the best actions, organized by circumstances. The strategy can then be used as the basis for your business continuity plan.


Develop Plan


The business continuity plan specifies several important things:


who is in charge when an incident occurs


what to do


who does it


The plan justifies making advance arrangements, such as acquiring redundant equipment, arranging for data backups, and stockpiling supplies, before the catastrophe. The plan also justifies advance training so that people know how they should react. In a catastrophe there will be confusion; you do not want to add confused people to the already severe problem.


The person in charge declares the state of emergency and instructs people to follow the procedures documented in the plan. The person in charge also declares when the emergency is over and conditions can revert to normal.


Thus, the business continuity planning addresses how to maintain some degree of critical business activity in spite of a catastrophe. Its focus is on keeping the business viable. It is based on the asset survey, which focuses on only a few critical assets and serious vulnerabilities that could threaten operation for a long or undetermined period of time.


The focus of the business continuity plan is to keep the business going while someone else addresses the crisis. That is, the business continuity plan does not include calling the fire department or evacuating the building, important though those steps are. The focus of a business continuity plan is the business and how to keep it functioning to the degree possible in the situation. Handling the emergency is someone else's problem.


Now we turn to a different plan that deals specifically with computer crises.

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