Business continuity planning involves developing procedures and preventative measures to ensure a business can resume operations smoothly after a disruption. The document outlines key aspects of developing an effective plan, including identifying potential disasters, investing time in initial planning and ongoing maintenance, and training employees. It also recommends mitigation strategies like using cloud services and mobile solutions to separate critical functions from physical locations and facilitate reestablishing operations remotely if needed.
This document discusses business continuity and disaster recovery. It defines key terms, noting that business continuity focuses on restoring business processes while disaster recovery focuses on restoring IT infrastructure. A business impact analysis is identified as the first step in developing a business continuity strategy. This involves assessing critical business processes, resources, impacts of downtime, and recovery time objectives. Finally, the document outlines developing a business continuity plan, including identifying recovery locations, procedures, and resources as well as the importance of testing plans.
This document discusses strategies for data protection and disaster recovery. It explains that disaster recovery aims to recover data after a disaster through procedures and policies, while business continuity focuses on minimizing interruptions through high availability systems. The key is to take a collaborative approach to create smart policies by defining the scope of applications and data to protect, the risks to plan for, and recovery time and point objectives, then selecting appropriate technologies to meet those objectives.
Business Continuation - The basics according to John Small 2014-02-21Business As Usual, Inc.
The document provides an overview of business continuation and disaster recovery. It discusses key terminology, what constitutes a disaster, why business continuation plans are needed, how to develop a business continuation strategy through business impact analysis and planning, and the importance of exercising plans. The strategy development process involves conducting a business impact analysis to understand critical business processes and resources, determining appropriate recovery solutions, writing detailed recovery plans for critical business units, and regularly exercising those plans to ensure they are effective.
Risk Management by Deepak kumar dwivedi
To believe the news media, there are a host of cruel and omnipotent hackers out there who can totally destroy any system they set their minds to, spreading total devastation upon whoever and wherever they wish. The slightest freak of nature - heavy rain, a fire, a date on a calendar - can wipe any system out entirely. This is not the case: the devastation is not total, the destruction is not complete there are countermeasures that can be brought to bear to avoid this disastrous outcome.
The document discusses disaster recovery planning and provides best practices. It addresses common misperceptions about business continuity/disaster recovery programs. Some misperceptions include that they are too expensive, only involve natural disasters, and that replicating data is sufficient. The document recommends five best practices: developing business justification through impact analysis, matching the recovery approach to needs, setting recovery objectives, developing a data management strategy, and managing the overall recovery program.
Severe Weather Preparedness and ResiliencyMissionMode
Storms, hurricanes, tornadoes, flooding and other severe weather events are an unavoidable fact of life. In 2012, severe weather caused more than $100 billion in damages within the United States alone.
This white paper is a guide to planning and implementing your response to weather threats, and it's much more than a simple checklist. Resiliency is the ability to withstand and 'bounce back' from an emergency event. The white paper helps you to think through the processes that will result in a successful response to a weather threat. Your business and people will then be truly prepared and resilient.
Planning For Disaster And Everyday Threats Wp111438Erik Ginalick
The document discusses recommendations for implementing an effective business continuity and disaster recovery (BCDR) plan based on an interview with Mike Cybyske, a disaster preparedness specialist. Some key points:
1) It is important to identify critical business functions and who supports them, and create continuity plans for functions that cannot be without for hours, days, or weeks. Common threats like hardware failures or power outages must also be planned for.
2) Getting leadership support can be challenging but is important to educate them on risks and impacts. An effective top-down strategy is needed.
3) A good BCDR plan addresses contingencies for the loss of buildings, systems, equipment, and personnel with a multi-
This document discusses business continuity and disaster recovery. It defines key terms, noting that business continuity focuses on restoring business processes while disaster recovery focuses on restoring IT infrastructure. A business impact analysis is identified as the first step in developing a business continuity strategy. This involves assessing critical business processes, resources, impacts of downtime, and recovery time objectives. Finally, the document outlines developing a business continuity plan, including identifying recovery locations, procedures, and resources as well as the importance of testing plans.
This document discusses strategies for data protection and disaster recovery. It explains that disaster recovery aims to recover data after a disaster through procedures and policies, while business continuity focuses on minimizing interruptions through high availability systems. The key is to take a collaborative approach to create smart policies by defining the scope of applications and data to protect, the risks to plan for, and recovery time and point objectives, then selecting appropriate technologies to meet those objectives.
Business Continuation - The basics according to John Small 2014-02-21Business As Usual, Inc.
The document provides an overview of business continuation and disaster recovery. It discusses key terminology, what constitutes a disaster, why business continuation plans are needed, how to develop a business continuation strategy through business impact analysis and planning, and the importance of exercising plans. The strategy development process involves conducting a business impact analysis to understand critical business processes and resources, determining appropriate recovery solutions, writing detailed recovery plans for critical business units, and regularly exercising those plans to ensure they are effective.
Risk Management by Deepak kumar dwivedi
To believe the news media, there are a host of cruel and omnipotent hackers out there who can totally destroy any system they set their minds to, spreading total devastation upon whoever and wherever they wish. The slightest freak of nature - heavy rain, a fire, a date on a calendar - can wipe any system out entirely. This is not the case: the devastation is not total, the destruction is not complete there are countermeasures that can be brought to bear to avoid this disastrous outcome.
The document discusses disaster recovery planning and provides best practices. It addresses common misperceptions about business continuity/disaster recovery programs. Some misperceptions include that they are too expensive, only involve natural disasters, and that replicating data is sufficient. The document recommends five best practices: developing business justification through impact analysis, matching the recovery approach to needs, setting recovery objectives, developing a data management strategy, and managing the overall recovery program.
Severe Weather Preparedness and ResiliencyMissionMode
Storms, hurricanes, tornadoes, flooding and other severe weather events are an unavoidable fact of life. In 2012, severe weather caused more than $100 billion in damages within the United States alone.
This white paper is a guide to planning and implementing your response to weather threats, and it's much more than a simple checklist. Resiliency is the ability to withstand and 'bounce back' from an emergency event. The white paper helps you to think through the processes that will result in a successful response to a weather threat. Your business and people will then be truly prepared and resilient.
Planning For Disaster And Everyday Threats Wp111438Erik Ginalick
The document discusses recommendations for implementing an effective business continuity and disaster recovery (BCDR) plan based on an interview with Mike Cybyske, a disaster preparedness specialist. Some key points:
1) It is important to identify critical business functions and who supports them, and create continuity plans for functions that cannot be without for hours, days, or weeks. Common threats like hardware failures or power outages must also be planned for.
2) Getting leadership support can be challenging but is important to educate them on risks and impacts. An effective top-down strategy is needed.
3) A good BCDR plan addresses contingencies for the loss of buildings, systems, equipment, and personnel with a multi-
This document provides a business continuity plan for a small business that provides consulting services. It identifies key business functions and processes, potential impacts of disruptive events, resilience strategies, and recovery actions. The plan addresses how the business would continue operating and recover if it lost its IT infrastructure, office, or other assets due to events like fire or flood. It outlines backup procedures for important digital and physical assets and identifies alternative options and vendors that could be used to quickly restore operations.
Despite efforts from IT practitioners as well as from IS researchers to assist organizations in adopting IT, a majority of IS projects fail.
What is the state of the art in "failing"? Is it getting better? Do we learn from our mistakes?
Learn all about it in this presentation.
This document discusses integrating enterprise architecture and disaster recovery planning. It argues that viewing a business as a system of interconnected processes can help identify critical dependencies between business operations and IT infrastructure. Developing an enterprise architecture that maps these relationships allows a company to create a more comprehensive disaster recovery plan that ensures business functions can continue despite interruptions. The document provides a simplified example of a business's processes, applications, and technical infrastructure to illustrate how enterprise architecture can inform and strengthen disaster recovery planning.
This document discusses the importance of having a robust technical support strategy to mitigate the risks and costs of downtime. It begins by outlining how downtime can negatively impact organizations through a "ripple effect" as business processes have become increasingly dependent on integrated IT systems. It then presents IBM's framework for a comprehensive technical support strategy covering people, processes, and technology. The document advocates conducting an assessment of an organization's current support maturity level and developing a roadmap to prioritize improvements. Finally, it argues that a managed support solution through a third party can help optimize support more cost-effectively across an organization's entire IT environment.
Find ways to prevent Disaster from knocking on your company door! Make sure your plan is in place as we anticipate a weekend storm - sales@telehouse.com
Mastering disaster a data center checklistChris Wick
50% of businesses that experience data loss for 10 days or more file for bankruptcy and 93% fail within a year. But with a Disaster Recovery plan, you don't have to worry visit https://goo.gl/Ba1J9e.
This guide offers advice on business continuity planning that is suitable for business of this size. This includes tips and strategies you can implement in your working practices to make your business more secure.As this guide is focused on the North West and Manchester, it also includes local business and resources that can help with your business continuity planning.
This guide includes:
· Facts about business continuity
· The first steps towards creating a business continuity plan
· Effective business continuity strategies
· How to test your business continuity plan
· Useful resources
· North west based companies that can help
IN THIS E-GUIDE, LEARN HOW TO:
-Bridge the Gap Between C-Suite Executives and In-House IT Teams
-Calculate the True Cost of Downtime
-Zero In On Infrastructure Vulnerability to Data Center Downtime
-Avoid/Recover Accidental Data Deletion and Employee Created Downtime
Over the past five years, companies of all sizes have been under increased pressure to improve IT efficiency and effectiveness.
IDC customer-based studies show that each year, the average midsize company experiences 15–18 business hours of network, system, or application downtime. Causes of downtime vary, but aging systems can have components or software that fail, while network connections and power grids can fail at any time because of external causes (e.g., weather, construction work, or natural disaster). Outages occurring during business hours result in revenue loss, as orders are dropped, customers move on, and employees cannot access critical applications. IDC research found that revenue losses per hour averaged $75,000. However, the adoption of best practices has allowed midsize companies to reduce downtime significantly in recent years. Solutions that improve system management, protect data assets from loss and unauthorized access, strengthen network security, and ensure availability directly reduce these losses at customer sites.
V mware business trend brief - crash insurance - protect your business with...VMware_EMEA
1) Natural disasters and outages cost businesses billions annually. Virtualization allows businesses to run multiple operating systems and applications on a single machine, increasing efficiency. It also enables easy copying of "virtual machines" for offsite backup and fast disaster recovery.
2) With virtualization, applications and data can be restored in hours versus days for tape-based systems. Backup copies of virtual machines are fully maintained for quick failover.
3) Adopting a virtualization solution with a solid recovery plan can help businesses survive disasters by restoring systems within hours instead of closing due to extended outages.
Uk Data Centre Cleaning commercial cleaning technicians have a reputation for being highly professional, pleasant and very efficient in the way they perform their duties.
The document discusses common issues that lead to IT project failures, including lack of executive sponsorship, poor planning, unrealistic schedules, and misaligned incentives between vendors, integrators, and customers. It provides several case studies of large IT projects that failed or were over budget, such as payroll system implementations in Los Angeles and Philadelphia school districts. The document argues that detecting risks early and improving communication across departments could help reduce IT project failures.
http://www.cloud9realtime.com/ Cloud Computing Disaster Readiness Report by software security giant Symantec in 2012 clearly shows that cloud computing disaster readiness is being embraced in North America and everywhere.
Effective communication is essential for business continuity. Leveraging audio, web, and video conferencing solutions allows organizations to minimize disruptions to communication from events like natural disasters, power outages, or infrastructure failures. The document provides examples of how conferencing has helped businesses during events like the 2010 Icelandic ash cloud. It outlines best practices for business continuity planning that incorporate remote collaboration services into the risk assessment and documentation phases. Establishing resilient communication channels through conferencing solutions is concluded to be as essential for contingency planning as it is for everyday business operations.
How mining leaders can take charge to improve safety, productivity and reduce...Hendrik Lourens
Variation in mining is – and will always be – more pronounced than in other industries such as automotive and
manufacturing. Because of physical constraints in mining, the actions of any mining department can affect the
work of all others. This creates interdependence, coordination and trust problems, which multiply the negative
impact of variation on throughput.
It is possible to quickly (within 3-5 months) improve output, productivity and safety when we adjust our
thinking and actions to harness and better manage variation. We have seen clients dramatically improve their
productivity (typically more than 20 per cent but substantially bigger increases have been observed) and
become safer work environments by using software and holistic management practices. These make work
visible and change the focus to be forward-looking instead of analysing the past. Execution and planning
become properly integrated and much more effective.
While these practices are innovative from a technical aspect, they succeed because they provide frontline
leaders and workers the opportunity to build a community of trust and coordinate along with a unity of
purpose.
Successful workers and frontline leaders who experience mastery, autonomy and purpose become highly
engaged and deliver even better results. It is easy to lead well in such an environment. Employees, managers
and executives experience lowered levels of stress and find joy in their work environment again. This is what
has been missing in mining for many years.
Executives, after implementing the actions described often comment along the following lines ‘…I am happy
with the improved financial performance in such a short time, but I am even happier with the kind of
organisation we have become. I see teamwork and increased motivation everywhere.’
This document discusses an introduction to information systems chapter from a management information systems textbook. It covers the evolution of computer hardware and applications, including transaction processing systems, management information systems, enterprise resource planning systems, and decision support systems. It also discusses problem solving, decision making, and the future of information technology.
The document discusses accelerating problem resolution through automated problem isolation. It notes that the average organization suffers over $1 million per hour in downtime costs, and wastes over half that time just determining who should fix issues. Automated problem isolation can reduce downtime by 40% by automatically isolating 80% of problems. While challenging, problem isolation solutions now exist that simplify implementation and allow organizations to improve customer service and save millions.
Brighttalk converged infrastructure and it operations management - finalAndrew White
How Converged Infrastructure Will Change IT Operations Management
Over the past decade, Enterprises have leveraged a shared service model to make IT more cost effective. The emergence of “Converged Infrastructure” and “Fabric-Based Infrastructure” will allow IT to offer purpose driven solutions rather than the function driven solutions of the past. To do this, IT will need to evolve towards more modular designs, rely more on open standards, and rethink their approach to management frameworks.
In this session you will learn:
How converged infrastructure is used to create purpose driven solutions
Why new operational challenges are faced as this new approach is used broadly
What changes need to occur to succeed with this new paradigm
Senior managers are leading the adoption of social tools in businesses. They use social tools more frequently than junior employees and believe social tools will significantly impact businesses. Three-quarters of senior managers think social tools will change business strategy and have already helped bring together geographically dispersed teams, improve productivity, and find information faster. In contrast, junior employees are less convinced of social tools' impact on businesses.
Model-driven Development of Social Network-enabled ApplicationsMarco Brambilla
Social technologies are transforming the Web to a place where
users actively contribute to content production and opinion making. Social
networking requirements are becoming a core part of the needs of modern
enterprises too, which need ad-hoc Web platforms that incorporate the right
set of social features for their business. This leads to the need to provide facilities
and methods for developing such socially enabled applications. In
this paper we propose a model-driven approach that is specifically focused
on the development of Web applications that exploit social features. In particular,
we describe an extension of the WebML notation (a Domain Specific
Language designed to model Web applications), comprising a set of
modeling concepts that encapsulate the logic of the interaction with the social
platforms. Upon this, we define a set of design patterns that respond to
the typical needs of enterprises and we show some sample application scenarios.
This document provides a business continuity plan for a small business that provides consulting services. It identifies key business functions and processes, potential impacts of disruptive events, resilience strategies, and recovery actions. The plan addresses how the business would continue operating and recover if it lost its IT infrastructure, office, or other assets due to events like fire or flood. It outlines backup procedures for important digital and physical assets and identifies alternative options and vendors that could be used to quickly restore operations.
Despite efforts from IT practitioners as well as from IS researchers to assist organizations in adopting IT, a majority of IS projects fail.
What is the state of the art in "failing"? Is it getting better? Do we learn from our mistakes?
Learn all about it in this presentation.
This document discusses integrating enterprise architecture and disaster recovery planning. It argues that viewing a business as a system of interconnected processes can help identify critical dependencies between business operations and IT infrastructure. Developing an enterprise architecture that maps these relationships allows a company to create a more comprehensive disaster recovery plan that ensures business functions can continue despite interruptions. The document provides a simplified example of a business's processes, applications, and technical infrastructure to illustrate how enterprise architecture can inform and strengthen disaster recovery planning.
This document discusses the importance of having a robust technical support strategy to mitigate the risks and costs of downtime. It begins by outlining how downtime can negatively impact organizations through a "ripple effect" as business processes have become increasingly dependent on integrated IT systems. It then presents IBM's framework for a comprehensive technical support strategy covering people, processes, and technology. The document advocates conducting an assessment of an organization's current support maturity level and developing a roadmap to prioritize improvements. Finally, it argues that a managed support solution through a third party can help optimize support more cost-effectively across an organization's entire IT environment.
Find ways to prevent Disaster from knocking on your company door! Make sure your plan is in place as we anticipate a weekend storm - sales@telehouse.com
Mastering disaster a data center checklistChris Wick
50% of businesses that experience data loss for 10 days or more file for bankruptcy and 93% fail within a year. But with a Disaster Recovery plan, you don't have to worry visit https://goo.gl/Ba1J9e.
This guide offers advice on business continuity planning that is suitable for business of this size. This includes tips and strategies you can implement in your working practices to make your business more secure.As this guide is focused on the North West and Manchester, it also includes local business and resources that can help with your business continuity planning.
This guide includes:
· Facts about business continuity
· The first steps towards creating a business continuity plan
· Effective business continuity strategies
· How to test your business continuity plan
· Useful resources
· North west based companies that can help
IN THIS E-GUIDE, LEARN HOW TO:
-Bridge the Gap Between C-Suite Executives and In-House IT Teams
-Calculate the True Cost of Downtime
-Zero In On Infrastructure Vulnerability to Data Center Downtime
-Avoid/Recover Accidental Data Deletion and Employee Created Downtime
Over the past five years, companies of all sizes have been under increased pressure to improve IT efficiency and effectiveness.
IDC customer-based studies show that each year, the average midsize company experiences 15–18 business hours of network, system, or application downtime. Causes of downtime vary, but aging systems can have components or software that fail, while network connections and power grids can fail at any time because of external causes (e.g., weather, construction work, or natural disaster). Outages occurring during business hours result in revenue loss, as orders are dropped, customers move on, and employees cannot access critical applications. IDC research found that revenue losses per hour averaged $75,000. However, the adoption of best practices has allowed midsize companies to reduce downtime significantly in recent years. Solutions that improve system management, protect data assets from loss and unauthorized access, strengthen network security, and ensure availability directly reduce these losses at customer sites.
V mware business trend brief - crash insurance - protect your business with...VMware_EMEA
1) Natural disasters and outages cost businesses billions annually. Virtualization allows businesses to run multiple operating systems and applications on a single machine, increasing efficiency. It also enables easy copying of "virtual machines" for offsite backup and fast disaster recovery.
2) With virtualization, applications and data can be restored in hours versus days for tape-based systems. Backup copies of virtual machines are fully maintained for quick failover.
3) Adopting a virtualization solution with a solid recovery plan can help businesses survive disasters by restoring systems within hours instead of closing due to extended outages.
Uk Data Centre Cleaning commercial cleaning technicians have a reputation for being highly professional, pleasant and very efficient in the way they perform their duties.
The document discusses common issues that lead to IT project failures, including lack of executive sponsorship, poor planning, unrealistic schedules, and misaligned incentives between vendors, integrators, and customers. It provides several case studies of large IT projects that failed or were over budget, such as payroll system implementations in Los Angeles and Philadelphia school districts. The document argues that detecting risks early and improving communication across departments could help reduce IT project failures.
http://www.cloud9realtime.com/ Cloud Computing Disaster Readiness Report by software security giant Symantec in 2012 clearly shows that cloud computing disaster readiness is being embraced in North America and everywhere.
Effective communication is essential for business continuity. Leveraging audio, web, and video conferencing solutions allows organizations to minimize disruptions to communication from events like natural disasters, power outages, or infrastructure failures. The document provides examples of how conferencing has helped businesses during events like the 2010 Icelandic ash cloud. It outlines best practices for business continuity planning that incorporate remote collaboration services into the risk assessment and documentation phases. Establishing resilient communication channels through conferencing solutions is concluded to be as essential for contingency planning as it is for everyday business operations.
How mining leaders can take charge to improve safety, productivity and reduce...Hendrik Lourens
Variation in mining is – and will always be – more pronounced than in other industries such as automotive and
manufacturing. Because of physical constraints in mining, the actions of any mining department can affect the
work of all others. This creates interdependence, coordination and trust problems, which multiply the negative
impact of variation on throughput.
It is possible to quickly (within 3-5 months) improve output, productivity and safety when we adjust our
thinking and actions to harness and better manage variation. We have seen clients dramatically improve their
productivity (typically more than 20 per cent but substantially bigger increases have been observed) and
become safer work environments by using software and holistic management practices. These make work
visible and change the focus to be forward-looking instead of analysing the past. Execution and planning
become properly integrated and much more effective.
While these practices are innovative from a technical aspect, they succeed because they provide frontline
leaders and workers the opportunity to build a community of trust and coordinate along with a unity of
purpose.
Successful workers and frontline leaders who experience mastery, autonomy and purpose become highly
engaged and deliver even better results. It is easy to lead well in such an environment. Employees, managers
and executives experience lowered levels of stress and find joy in their work environment again. This is what
has been missing in mining for many years.
Executives, after implementing the actions described often comment along the following lines ‘…I am happy
with the improved financial performance in such a short time, but I am even happier with the kind of
organisation we have become. I see teamwork and increased motivation everywhere.’
This document discusses an introduction to information systems chapter from a management information systems textbook. It covers the evolution of computer hardware and applications, including transaction processing systems, management information systems, enterprise resource planning systems, and decision support systems. It also discusses problem solving, decision making, and the future of information technology.
The document discusses accelerating problem resolution through automated problem isolation. It notes that the average organization suffers over $1 million per hour in downtime costs, and wastes over half that time just determining who should fix issues. Automated problem isolation can reduce downtime by 40% by automatically isolating 80% of problems. While challenging, problem isolation solutions now exist that simplify implementation and allow organizations to improve customer service and save millions.
Brighttalk converged infrastructure and it operations management - finalAndrew White
How Converged Infrastructure Will Change IT Operations Management
Over the past decade, Enterprises have leveraged a shared service model to make IT more cost effective. The emergence of “Converged Infrastructure” and “Fabric-Based Infrastructure” will allow IT to offer purpose driven solutions rather than the function driven solutions of the past. To do this, IT will need to evolve towards more modular designs, rely more on open standards, and rethink their approach to management frameworks.
In this session you will learn:
How converged infrastructure is used to create purpose driven solutions
Why new operational challenges are faced as this new approach is used broadly
What changes need to occur to succeed with this new paradigm
Senior managers are leading the adoption of social tools in businesses. They use social tools more frequently than junior employees and believe social tools will significantly impact businesses. Three-quarters of senior managers think social tools will change business strategy and have already helped bring together geographically dispersed teams, improve productivity, and find information faster. In contrast, junior employees are less convinced of social tools' impact on businesses.
Model-driven Development of Social Network-enabled ApplicationsMarco Brambilla
Social technologies are transforming the Web to a place where
users actively contribute to content production and opinion making. Social
networking requirements are becoming a core part of the needs of modern
enterprises too, which need ad-hoc Web platforms that incorporate the right
set of social features for their business. This leads to the need to provide facilities
and methods for developing such socially enabled applications. In
this paper we propose a model-driven approach that is specifically focused
on the development of Web applications that exploit social features. In particular,
we describe an extension of the WebML notation (a Domain Specific
Language designed to model Web applications), comprising a set of
modeling concepts that encapsulate the logic of the interaction with the social
platforms. Upon this, we define a set of design patterns that respond to
the typical needs of enterprises and we show some sample application scenarios.
This document discusses how brands can engage on LinkedIn, the professional social network. It provides key stats about LinkedIn, such as having over 433 million registered members and generating $26.2 billion in revenue for Microsoft. The document outlines strategies for personal, company, career, and community building engagement. It emphasizes that LinkedIn is best for B2B marketing, recruitment, industry collaboration, and business development. The document also reviews metrics and gives tips for making the most of LinkedIn.
By Dr. Michele Osella, Business Model & Policy Innovation Unit - ISMB. Presented at CSW Summit Venice 2015. Learn more and join us at our next event: www.crowdsourcingweek.com
Pilkada DKI 2017 Social Network Model (Early Report)Andry Alamsyah
This document summarizes social network data related to the 2017 DKI Jakarta gubernatorial election between three candidates. Data was collected from over 166,000 tweets between February 8-11, 2017. Candidate 3 received the most tweets at over 82,000. For each candidate, the document analyzes the conversation universe, dominant groups, top actor interactions, and overall network metrics. It finds that Candidate 2 had the densest network with less distinct groups, while Candidates 1 and 3 had more separated, influential groups. The network analysis provides insight into discussion dynamics but requires sentiment analysis for predictions.
Crowdsourcing For Research and Engineering (Tutorial given at CrowdConf 2011)Matthew Lease
This document provides an overview of crowdsourcing and outlines a tutorial on crowdsourcing for research and engineering. The tutorial objectives are to explain what crowdsourcing is, how and when to use it, how to use Mechanical Turk, experimental design guidelines for crowdsourcing work, quality control issues and methods, and future trends and open challenges. The tutorial covers an introduction to crowdsourcing examples and models, effective crowdsourcing methodology, and future trends. Examples of specific crowdsourcing platforms and tasks are provided to illustrate different incentive structures and models.
Crowdsourcing challenges and opportunities 2012xin wang
The tutorial discusses crowdsourcing, including its definition, applications, platforms, and challenges. It provides examples of how crowdsourcing has been used in areas like image search, machine translation, and databases. The main platforms covered are Amazon Mechanical Turk and Crowdflower. Challenges and research opportunities in crowdsourcing are also examined.
A very basic presentation giving examples of crowdsourcing platforms and uses. Created in conjunction with the book "The Complete Idiot's Guide to Crowdsourcing."
The 20 Best Higher-Ed Crowdfunding CampaignsEverTrue
Crowdfunding involves raising small amounts of money from a large number of people, usually online, to fund a project or cause. Many universities have launched crowdfunding programs to allow alumni, students, faculty, and friends to donate to specific funds or projects they are passionate about. The document then profiles and summarizes 20 leading university crowdfunding programs, including those at Arizona State University, Carnegie Mellon University, Cornell University, and others.
Elements of crowdsourcing business models with a few examples from startups and larger organizations including Mealku, Kickstarter, AirBnB, LEGO Cuusoo, Taskrabbit, Betacup, Giffgaff and GAP + Threadless.
Business continuity is an organization's ability to maintain essential functions during and after a disaster through risk management processes and procedures. It aims to prevent interruptions and enable quick recovery. Key components include resilience through redundant systems, rapid recovery of critical functions, and contingency plans for various scenarios. Developing a business continuity plan involves a business impact analysis, risk assessment, designating management, and ongoing testing and updates. It is important for minimizing downtime and its effects from unpredictable events.
Business Continuity and Disaster Recover Week3Part4-ISr.docxhumphrieskalyn
Business Continuity and Disaster Recover
Week3Part4-ISrevisionSu2013
Introduction
Organizations grow by providing needed products and services. Overtime, successful
companies will grow as they continue to fill the need of their customer base. This
includes providing the product and services in a predictable fashion that the client base
has grown to expect. Sometimes disasters occur which are unexpected. These disasters
take various forms and can be caused by various events. Some disasters are manmade and
some are not. Generally, the disasters are not predictable when they happen.
Organizations need to prepare for these disasters. They need to have a plan that protects
their assets, the assets of their clients and provides for continuing business according to
their service level agreements.
The outages that result from a disaster can range from a nuisance to a full blown
catastrophe. Consider an outage that occurs to a computer system that is controlling an
online gaming site, versus an outage to a computer system controlling a nuclear reactor or
hospital intensive care until.
If something interrupts an organizations ability to provide their product and services
clients will quickly seek other alternatives.
Sudden interruptions in the delivery of an organizations product and services can occur in
a variety of ways; consider the following few:
Natural disasters such as earthquakes, fire, floods.
When Japan was hit by an earthquake, tsunami and nuclear plant breach their
infrastructure was devastated. Many dependent businesses thousands of miles
away were affected by the inability of the Japanese manufacturers to deliver on
manufacturing commitments such as automobiles and auto parts. The lack of parts
impacted car dealers and car users the world over. Similarly, when Thailand was
hit by floods their ability to deliver disk drives and other semi-conductor parts to
computer manufacturers forced these manufacturers to seek alternate suppliers.
In both these cases organizations that relied on Japan and Thailand to deliver
products to them had to have contingency plans in place for their supply chain.
Without a business continuity plan that had contingencies for alternate suppliers
customers would turn to other alternatives.
Job actions such as: strikes, slowdowns, walkouts
Airline pilots go on strike; forcing customers to seek alternate means of travel for
personal use and business. In some cases, people were forced to seek alternatives
to travel. In some cases business travel was replaced with technology alternatives
such as video conferencing, messages and email. Personal travel was supplanted
with train travel and trips closer to home that could be done with an automobile.
There isn’t much of a contingency for not having trained pilots. But part of a
disaster recovery plan would be to have some good-will gestures in place to win
back the customer base ...
This document provides an overview of disaster recovery and business continuity strategies for data protection. It discusses that both disaster recovery (DR) and business continuity (BC) aim to allow organizations to continue functioning if disaster strikes by deploying correct policies, procedures, and technology layers. DR focuses on data recovery after a disaster, while BC aims to minimize business interruption through high availability systems and near-instant failover. The document outlines the key steps to building a coherent BC/DR policy, including defining scope, risks, requirements, and appropriate technological building blocks like backup software, virtualization, replication, and hardware solutions. It emphasizes the importance of involving business stakeholders in decision making.
A business continuity plan (BCP) helps organizations mitigate risks and lessen the impact of disasters or incidents by planning how critical business functions can continue or be quickly resumed. It encompasses recovery procedures for every aspect of a company's operations. While originally focused on IT systems, BCPs now take a more comprehensive approach and involve all business units. Regular testing and updates are important to maintain an effective BCP.
RUNNING HEADER Disaster Recovery Plan Information and Documentat.docxanhlodge
RUNNING HEADER: Disaster Recovery Plan: Information and Documentation for IBM Company 1
Disaster Recovery Plan: Information and Documentation for IBM Company 4
Disaster Recovery Plan: Information and Documentation for IBM Company
NAME
American Military University
ISSC490
A Disaster Recovery Plan is a documented process, and structured approach with instructions that details steps a business will take to recover from an unplanned catastrophic event. IBM highly relies on Information Technology to quickly and effectively process information, and most of its operations are computerized. As such, an IT disaster recovery plan for IBM should be well aligned with the business continuity plan. This is mostly known as risk assessment or threat analysis. Below are resources for documenting a disaster recovery plan for IBM Information Technology infrastructure.
Hardware and Peripheral devices
This generally includes any auxiliary device that is connected and works in conjunction with the computer, such as printers and scanners. When evaluating the hardware, one should determine the risk of losing the machine entirely and damage through hardware failure. The company computer systems may also be at risk of contracting viruses if employees are allowed to go home with laptops or consultants and vendors are allowed to plug in their Personal computers into IBM systems.
Email and Data exchanges
IBM uses shared computers and local area network which is generally a network of computers that share a communication line or wireless link to a server. This puts the company at risk of losing shared applications and information such as inventory control and payrolls. Sharing files using LANs may also lead to contraction of computer viruses and a slow down on the entire company network hence business interruptions. Emails shared through computers in the facility must also be evaluated when determining the risk.
Software Applications
IBM uses end-user programs designed to perform a group of coordinated functions for the fast and effective running of operations. These programs include word processors, spreadsheets, database programs and web browsers. All these programs are a source of vital information while developing a disaster management plan. Theft of software from the facility could be detrimental to the company and may even lead to lawsuits.
IP Addresses
The company internet protocol addresses act as a host or network interface identification. Despite the proxies and anonymity that exist to protect IP addresses, careless setups and gaps on the company’s security firewall could invite unwanted guests. Hackers may use the company IP address to send or retrieve information from the IBM computers.
VPN and Server Access
An evaluation on virtual private networks (VPNs) is necessary for ensuring the protection of private and confidential data. However, hackers may be able to spot weaknesses and stea.
A to Z of Business Continuity ManagmentMark Conway
Business continuity is a far reaching topic that many business owners and managers do not think about until it is too late. ‘It will never happen to me’ until it does and then the majority of businesses cease to exist within 2 years of a serious incident.
Yes, business continuity can take a few months to implement properly. Yes, it takes some effort, resource and money to implement and maintain and Yes, it takes some focus away from all the urgent things on your to do list for a short time. BUT an implemented, tested and accredited Business Continuity Management System can win you new business, help you retain existing business and ultimately, should the worst happen, keep you in business!
In this A to Z I’ll be talking about some of the main terminology that Business Continuity Practitioners will bamboozle you with. I should know, I am one!
You’ve Experienced a Critical Event. What Do You Do Now?
In the event of a critical business disruption, what will you do?
Typically, the first step is for your senior executive or risk manager to call your insurance broker.
Business Continuity for Mission Critical ApplicationsDataCore Software
Unplanned interruption events, a.k.a. “disasters,” hit virtually all data centers at one time or another. While the preponderance of annual downtime results from interruptions that have a limited or localized scope of impact, IT planners must also prepare for the possibility of a catastrophic event with a broader geographical footprint.
Such disasters cannot be circumvented simply by using high availability configurations in servers or storage. What is needed, especially for mission-critical applications and databases, are strategies that can help organizations prevail in the wake of “big footprint” disasters, but that can also be implemented in a more limited way in response to interruption events with a more limited impact profile.
DataCore Software’s storage platform provides several capabilities for data protection and disaster recovery that are well-suited to today’s most mission-critical databases and applications.
This document discusses business continuity and disaster recovery planning. It addresses the business drivers for developing such plans, including increased reliance on technology, business complexity, and natural disasters. Compliance concerns for industries like healthcare and e-commerce are also covered. The document then explores various technical considerations for disaster recovery, such as virtualization, data center location, backup options, and best practices. It provides an overview of developing a comprehensive continuity plan to sustain business operations in the event of a disruption.
There are many industry experts and resources that can assist in the process to create, test and execute a DR/BC plan. It's time-consuming, requires knowledge of the critical paths within the organization, as well as a budget. At Concentric, our team wants your business to be protected and prosper.
The document discusses the importance of disaster recovery and business continuity planning for organizations. It notes that while large natural disasters can devastate communities, any organization faces risks from interruptions like data breaches, equipment failures, or other issues. Developing a disaster recovery plan requires understanding potential risks through assessments, outlining response procedures and roles, and committing resources to ensure the organization can continue operating if issues occur. The document promotes disaster recovery planning services from Concentric Business Solutions to help organizations develop customized plans.
This document discusses the importance of data protection and business continuity planning given trends like increased virtualization, regulatory mandates around data governance, and greater dependency on IT systems. It notes that while disasters can be catastrophic, most downtime is actually caused by more common issues like equipment failures or human errors. The document then outlines the key components of an effective business continuity plan, with an emphasis on the importance of data recovery. It argues that storage virtualization can help improve data protection by providing integrated services for continuous data protection, replication, and testing in a single management interface. This simplifies configuration, reduces costs, and helps ensure successful recovery.
Streamline the traditional approach to make BCP development manageable and repeatable.
Your Challenge
Ineffective business continuity planning (BCP) leads to:
Regulators and customers demanding a functional BCP.
Progress is limited or stalled – no effective approach to make this a manageable project that can actually be completed.
No clear sense of appropriate recovery objectives or how to get there.
Do-It-Yourself Implementation
The slides in this our Best Practice Blueprint will walk you step-by-step through every phase of your project with supporting tools and templates ready for you to use.
Project Accelerator Workshop
You can also use this Best Practice Blueprint to facilitate your own project accelerator workshop within your organization using the workshop slides and facilitation instructions provided in the Appendix.
Let us help you plan your project
Onsite Workshops offer an easy way to accelerate your project. If you are unable to do the project yourself, and a Guided Implementation isn’t enough, we offer low-cost onsite delivery of our Project Workshops.
Onsite Expert Advice
Our expert analysts will come onsite to help you work through our project methodology in a 2-5 day workshop. We take you through every phase of your project and ensure that you have a road map in place to complete your project successfully. In some cases, we can even help you to complete the project while we are onsite!
The document discusses four pragmatic approaches for organizations to become more resilient to business disruptions without costly disaster recovery plans. It recommends focusing on individual workloads, common application architectures, specific applications, and managing scope of protection for a practical approach to resiliency. Rackspace believes these approaches can help organizations protect against disruptions in a cost-effective manner rather than ignoring the risks completely.
1. ExpEcting thE UnExpEctEd:
An Overview of
Business Continuity
Planning
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2. Executive Summary
Disaster can take many forms, both natural and man-made. Either has the potential
to critically disrupt business operations, no matter the business size. When disaster
strikes, decisions concerning business operations must often be made in the blink of
an eye. Without adequate time for consideration, those decisions may have dire
consequences. Business continuity planning minimizes the risk of poor decision-
making during a disaster by considering those decisions in advance.
This paper provides an overview of the business continuity planning process and
examines general issues that should be considered by any business preparing for
the unexpected.
Business Continuity Planning Defined
From a business operations perspective, the word “disaster” has an expanded
meaning compared to its general usage. In general use, disaster refers to events
such as earthquakes, fires, and floods. In the business operations sense, disasters
also include events such as equipment failures, electronic security breaches, and
even labor strikes. For businesses, a disaster is any event that impedes or disrupts
business operations.
Business continuity planning reduces the impact of disruptive events by developing a
set of procedures and preventative measures to ensure that a business is able to
resume operations as smoothly and quickly as possible after a disruption. In the
event of a disaster, having a business continuity plan in place can mean the
difference in survival.
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3. Keys to Success
There are a variety of factors that can have a significant impact on how successful or
unsuccessful a business continuity plan will be. Some of the more important are:
• Time and energy invested in the continuity plan
• Accurate identification of potential disasters
• Employee training in business continuity planning procedures
The Investment of Time
Solid business continuity planning requires a commitment of time and energy from
senior management over three different phases, initial planning, maintenance of the
plan, and review of the plan’s effectiveness. The initial planning stage is usually the
most time consuming, (in some cases, the effort causes many organizations to
neglect or even omit the other stages, unfortunately) but all three aspects are vital to
a robust and effective business continuity plan.
The goals of the initial planning stages are threefold.
1. The first is to identify, as accurately and comprehensively as possible,
disasters that might occur, and the likelihood of encountering them.
2. The second goal is to determine how, and to what degree, each of those
disasters will impact the business.
3. The third is to formulate a plan of action for each disaster to get the
business up and running again as quickly as possible.
The maintenance of the business continuity plan consists of employee training in
various aspects of the plan and regular review of the plan to ensure it reflects the
current structure and operations of the business. Over time, a business can change
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4. drastically. A plan that was effective two years ago can be obsolete today. Although
the types of disasters that can befall a business are unlikely to change drastically, the
way those disasters might affect the business and the manner in which the business
should respond may change a great deal.
The review of business continuity plan effectiveness is only necessary, and indeed
only possible, after the plan has been put into effect. That is to say, after an identified
disaster has occurred and the plan has been used to address the disaster. It is
important to review the plan in order to determine its effectiveness in returning
business operations back to normal. The review should generally be approached
from the perspective of seeking the positive aspects of the plan, rather than
extensive focus on where the plan failed.
Identifying Potential Disasters
Although a comprehensive business continuity plan will be as specific as possible in
regards to the disasters it considers, this paper will address them in somewhat
broader strokes. For the purposes of discussion, it is possible to group business
disasters loosely in terms of their “attack vector”—the means by which a disaster
affects a business. The vast majority damage a business’ ability to function by
affecting one or more of:
• employee availability
• workspace availability
• data storage/availability
• equipment and infrastructure
• communications
Grouping disruptive events in this way can be useful as disasters with the same
attack vector can be mitigated by the same or similar means.
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5. Employee Availability
There are a number of factors that affect employees’ ability to report to work.
Examples include a disease outbreak, widespread flooding, a particularly bad
blizzard, or a strike. These types of disasters are unique in that they may only affect
certain segments of a business rather than the whole.
How It Affects a Business
Effective businesses are those with a well-defined hierarchy of communication and
responsibility. When key employees become unavailable, that hierarchy can break
down and the organization can grind to a halt.
How to Deal with It
In addition to clearly defining "who" is responsible for "what" under normal operating
conditions, smart businesses also delineate secondary, or even tertiary
responsibilities so that if a key employee is unavailable, another is able to step in.
For this delegation to be effective, employees must know who to turn to when the
primary employee is unavailable. Also, employees who are expected to fill in for
other positions need to receive training in those positions.
Workplace Accessibility
Disasters that affect workplace accessibility are often caused by events that are
generally thought of as disasters—fire, floods, earthquakes. These disasters can
make the regular workspace unavailable or unusable, which can have debilitating
effects on a business’s ability to operate.
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6. How it Affects a Business
These disasters affect a business in a fairly straightforward manner—employees
cannot work without a place to do so. The degree of the effect is less straightforward,
ranging from little more than an inconvenience, to a complete stoppage of business.
How to Deal with It
There are a number of actions businesses can take to minimize the effects of losing
office space in a disaster. Moving data and communications infrastructure off-site is
one of the most effective.
The more a business’s communications infrastructure is tied to one area, the more
the business is reliant on that physical location. By using cloud data storage and IP
telephony, data access and communications can be re-established quickly after a
disaster.
Taking that idea to a logical extreme, by utilizing mobile solutions wherever possible
—laptops rather than desktop computers, mobile or IP phones rather than traditional
land lines, and cloud-based services—if a business office were to become
completely inaccessible, employees could continue working from elsewhere.
At a bare minimum, a business should be prepared to relocate to a temporary
workspace while searching for a new permanent home. Many larger cities have pre-
configured office spaces for rent. These often have reasonable long- and short-term
lease options. Researching those office spaces in advance, and having a “just in
case” agreement in place, can make an enormous difference in the amount of time it
takes a business to resume operations after a disaster.
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7. Equipment Failure
Equipment failure is likewise possible as the result of a natural disaster (but also
possible due to other factors, such as irregularities in the electrical supply and age).
Equipment failure can be devastating to a corporation, particularly financially.
How it Affects a Business
Even a medium-sized office can require considerable, and often expensive,
equipment for day-to-day operations. Losing this equipment can cause a great deal
of grief in terms of data loss. However, a more direct effect lies in equipment
replacement cost.
How to Deal with It
A business that maintains its own equipment should document which equipment is
essential versus unessential. Essential equipment should have a specific person (as
opposed to a department) assigned to maintain the equipment and be responsible
for it. That person should be aware of the equipment's location at all times and its
cost of replacement.
A better solution is to maintain as little equipment as possible on the premises. Most
essential business equipment is related to data storage, data retrieval, and
communications. These functions can be accomplished with great efficiency, and
often more cost-effectively, through cloud service providers. By outsourcing essential
equipment and key infrastructure, loss of equipment becomes one less continuity
challenge to worry about.
Data Loss
While loss of data can occur through damage to the workplace or
equipment failure, its implications are significant enough to warrant a
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8. separate discussion. For many businesses, the loss of data means the loss of
business.
How it Affects a Business
Transactional data, such as past and pending orders, customer information, and
accounting data, are vital parts of a business’s ability to function. Administrative data,
such as payroll and human resources information, are vital to the internal workings of
a business. For many companies, this data would be nearly impossible to recreate. If
the data became irretrievable, it could be impossible for a business to recover from
the loss.
How to Deal with It
The requirements for data security are well known, but bear repeating.
• Back up regularly, back up often
• Make multiple backups
• Include redundancy in your backup solution
• For frequently changing data, back up iteratively
• Not all data are created equal—back up some more frequently than others
• Paper documents should be digitized and stored electronically
• Backups should be stored off site
Of particular note are the requirements for redundancy and offsite storage. As
already mentioned, the two biggest causes of data loss are equipment failure and
catastrophic loss of workspace. A backup solution, with built-in redundancy, helps
reduce the likelihood of a general equipment failure causing significant data loss. Off-
site storage reduces the likelihood that a disaster that destroys the workplace will
also destroy business data. Off-site storage also enables data to be accessed from
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9. anywhere so that if a business is forced to relocate suddenly, data access can be
resumed with little delay or expense.
Loss of Communications
For any business, communications is an absolute necessity. Any interruption to
communication efficiency has significant effects. Communication can be impacted by
disasters to workplace accessibility, or equipment operation.
How it Affects a Business
Business communications can be broadly divided into two categories: internal and
external. Internal communications are necessary for coordination of projects between
departments or geographically spread out organizations, and between regional
offices. Of the two types of communication, the latter is the easiest to address should
problems arise.
External communications encompass all communications between the company and
the outside world. This would include, for example, communications with customers,
clients, suppliers, distribution partners, and outsourced contractors. Without the
ability to communicate externally, it is simply not possible to do business in any
meaningful way.
How to Deal with It
Re-establishing internal communications can be accomplished with relative ease, as
most people maintain several personal means of communication. Maintaining a list of
secondary contact methods for employees, such as personal mobile phones or
social media accounts, is fairly trivial yet can be a game changer in an emergency.
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10. External communications are more difficult to re-establish under adverse conditions.
While using personal accounts and phones for communication between employees
is satisfactory, using personal phones to interact with customers or suppliers is
inappropriate.
Dire situations may force a business to use new phone numbers, and also to
relocate to a new office space. In this case, the only real option is to preemptively
contact clients, suppliers, and others who communicate regularly with the business
to inform them of the changes in contact information.
A preemptive solution is to utilize communications infrastructure that is more robust,
and resistant to interruption. For instance, utilizing a mobile internet protocol or
cloud-based communications platform makes relocating or rerouting the
communications network without interrupting operations simple. Whether employees
are working from home, a temporary office space, or a new permanent office, their
telephone numbers and contact methods remain the same.
Employee Training
Once potential disaster scenarios have been identified, and procedures have been
determined, it is important that employees are trained in the procedures. Each
employee should feel knowledgeable about:
• How the plan should be followed, and under what circumstances
• What the employees' specific roles are within the plan
• The difficulties anticipated under certain circumstances, and how the
business continuity plan intends to solve those problems
Only when employees know their role and are confident in their ability to perform,
can business continuity plans be successful.
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11. Evaluating a Business Continuity Plan
Business continuity plans are designed to accomplish one goal—allowing a business
to resume operations as quickly as possible after a disaster. Given the number of
possible disasters to plan for, and the various ways they can be addressed,
evaluating a business continuity plan can seem a complex undertaking.
In actuality, the evaluation is simple. How quickly was the business able to resume
normal operations, and is there a way to improve that outcome? Answering those
two questions is often the only evaluation necessary.
Conclusion
Disasters in the business sense can take many forms. By definition, disasters are
generally unexpected. Planning ahead to address potential disasters is an absolute
necessity.
A business continuity plan accounts for as many specific situations as are likely, but
remains flexible enough to deal with unanticipated situations. Successful business
continuity planning requires an investment of time and other resources. Not only in
the initial development stages, but also during maintenance and revision of the plan.
One of the most effective ways to “disaster proof” a business is to use cloud-based
services for data and communications. Cloud-based services separate critical
functionality from the physical location of the business. The separation makes it
easier to reestablish functionality after a serious disaster.
In more general terms, the key to developing an effective business continuity plan is
to assess the potential effects of various disasters, then formulate
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12. effective methods for minimizing those effects. Developing a business continuity plan
requires time, effort and other resources. Compared to the cost of halted business
operations due to a disaster, business continuity planning is well worth the effort.
• • • • •
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