Bussiness continuity

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this business oriented continuity scheme can help manage risk factors and in the mitigation of uncertainity during the downtime.

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Bussiness continuity

  1. 1. BUSSINESS CONTINUITY<br />PREPARED BY <br />ATHER ABBAS<br />B.TECH IV YEAR<br />COMPUTER SCIENCE AND ENGINEERING<br />
  2. 2. OVERVIEW<br /><ul><li> INTRODUCTION
  3. 3. STANDARDS
  4. 4. PROGRAM
  5. 5. POLICIES
  6. 6. BC/BCM PLAN
  7. 7. BC/BCM PLANNING
  8. 8. RESOURCE PLANNING AND DEVELOPMENT
  9. 9. ORGANIZATIONAL STRUCTURE
  10. 10. BUSSINESS IMPACT ANALYSIS
  11. 11. SECURITY MANAGEMENT
  12. 12. CONCLUSION</li></li></ul><li> INTRODUCTION<br />Business continuity is the activity performed by an organization to ensure that critical business functions will be available <br />to customers, suppliers, regulators<br />and other entities that must have access to those functions. These activities include many daily chores such as project management, system backups, change control, and help desk. Business Continuity is not something implemented at the time of a disaster; Business Continuity refers to those activities performed daily to maintain service, consistency, and recoverability.<br />
  13. 13. PROGRAM<br />Ongoing management-level process to ensure that necessary steps are regularly taken to identify probable accidents, disasters, emergencies, and/or threats. It also involves (1) assessment of the probable effect of such events, (2) development of recovery strategies and plans, and (3) maintenance of their readiness through personnel training and plan testing. <br />
  14. 14.
  15. 15. POLICIES<br />Policies are those things mandated by the management of an organization that will always be performed according to a preset design plan, and supporting all business functions within an organization.<br />
  16. 16. BC/BCM PLAN<br />The components of the Business Continuity methodology required for manifestation into a documented plan include:<br />Set of documents, instructions, and procedures which enable a business to respond to accidents, disasters, emergencies, and/or threats without any stoppage or hindrance in its key operations. Also called business resumption plan, disaster recovery plan, or recovery plan.<br />
  17. 17. BC/BCM PLANNING<br />Task of identifying, developing, acquiring, documenting, and testing procedures and resources that will ensure continuity of a firm's key operations in the event of an accident, disaster, emergency, and/or threat. It involves (1) risk mitigation planning (reducing possibility of the occurrence of adverse events), and (2) business recovery planning (ensuring continued operation in the aftermath of a disaster).<br />
  18. 18. RESOURCE PLANNING AND DEVELOPMENT<br />The concept of business continuity implies the underlying resources are implemented and deployed in such a way, that lends itself to being re-implemented and or re-deployed on an as needed basis. This level of flexibility requires that business functions are planned and deployed beginning from an overall mentality of business continuity, and working downward to systems design. Conversely, working in the opposite direction, from the systems up, always results in inflexible business functions that are difficult to manage, maintain, and modify.<br />
  19. 19. ORGANIZATIONAL STRUCTURE<br />Part of business continuity is ensuring that all personnel in an organization understand which business functions are the most important to the business. This understanding must be manifested in personnel training to take over those business functions when personnel enter or leave the company during normal business operations. Redundancy of skills is also very important in the event of a disaster, when the availability of knowledgeable personnel with critical skillsets may be unpredictable.<br />
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  21. 21. BUISSINESS IMPACT ANALYSYS<br />The entire concept of business continuity is based on the identification of all business functions within an organization, and then assigning a level of importance to each business function. A business impact analysis is the primary tool for gathering this information and assigning criticality, recovery point objectives, and recovery time objectives, and is therefore part of the basic foundation of business continuity.<br />It can be used to identify extend and timescale of the impact on different levels of an organization. For instance it can examine the effect of disruption on operational, functional and strategic activities of an organization. Not only the current activities but the effect of disruption on major business changes, introducing new product or services for example, can be determined by BIA.<br />
  22. 22. Good practice indicates that a Business Impact Analysis should be reviewed as a minimum annually but more frequently in the event of<br /><ul><li> A particularly aggressive pace of business change
  23. 23. Significant changes in the internal business process
  24. 24. Significant changes in location or technology
  25. 25. Significant changes in the external business
  26. 26. environment -such as market or regulatory change</li></li></ul><li> SECURITY MANAGEMENT<br /><ul><li>In today's global business environment, security must be the top priority in managing Information Technology.
  27. 27. For most organizations, security is mandated by law, and conformance to those mandates is investigated regularly in the form of audits.
  28. 28. Failure to pass security audits can have financial and management changing impacts upon an organization.</li></li></ul><li>
  29. 29. Conclusion <br />For the efficient running of any business ,the business continuity life cycle can be adopted. The business continuity management helps in determining the potential threats to any business in advance. <br />
  30. 30. THANK YOU<br />

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