BU S I N E S S C ONT I N U I TY MANA G E M E N T CHAPTER 4 “DON’T WAIT FOR A DISASTER TO STRIKE TO BECOME DISASTER READY” JERRY BRODNAX, 2014 CHAPTER 4
BUSINESS CONTINUITY MANAGEMENT 01 A Crisis Management Approach to Business Continuity The BCM life cycle Impacts that Threatens an Organization DISASTER RECOVERY THE IMPORTANCE OF DISASTER RECOVERY DISASTER RECOVERY PLAN (DRP) C O N T E N T S 02 03 04 Business Continuity Management Business Recovery Household Recovery Community Recovery Minimize Financial Losses Mitigate Data Loss Offers Competitive Advantage Steps to formulate the DRP Core Elements of a DRP Common Challenges in Implementing DRP Malaysian Issues: Flood The Cybesecurity
3. 4. 1. 2. 5. MUHAMMAD ASJAD BIN MOHAMAD ASHRRI NUR ADLINA BINTI SHARUDDIN NURLAILA ILYANA BINTI MOHD ROSETAM MUHAMMAD NAJWA BIN ABDUL MANAF NURUL IZZATI BINTI ZAINAL AUTHORS & EDITOR 2023301419 Further information about authors 20233168203 2023380251 2023104579 2023389425
Here, you can place a caption for the photo. It can be a short description or it can credit the production team. ISSUE 01 November 2025 14 Business continuity management IMPACTS THAT THREATEN AN ORGANISATION A crisis management approach to business continuity A crisis management approach to business continuity
GROUP 2 KBA2423C 05 A CRISIS MANAGEMENT APPROACH TO BUSINESS CONTINUITY A relatively young and developing field is business continuity management (BCM). Although some contend it has evolved significantly from this, its origins are in Information Systems (IS) security. While technology is affecting everyone, In order for continuity management to be effective, it is written from the viewpoint that organisations are socio-technical systems. Several subdisciplines, such as industrial crises, information systems, and strategy, are the foundation of the theoretical framework. Naturally, these have influenced the book and the way approach BCM. (Herbane and colleagues (1997)) Business interruptions and crisis events are assumed to be systemic in nature, involving both social and technological components. This expansion of the definition of business continuity reflects this fundamental principle. In the realm of crisis management, this perspective has been thoroughly developed (Turner, 1976; Turner and Pidgeon, 1997; Shrivastava, 1987; Smith, 1990; Pauchant and Douville, 1993; Perrow, 1997). The continuity management process: STRATEGIC IMPORTANCE COMPLEX BUSINESS ENVIRONMENT DISPUTE OVER THE 'INFORMATION SOCIETY' LABEL BUSINESS CONTINUITY BEYOND INFORMATION SYSTEM PROTECTION THUS, BUSINESS CONTINUITY PLANNING (BCP): Involves the integration of both hard (tangible) and soft (intangible) resources. Viewed as a strategic process aimed at ensuring organizational resilience in the face of potential disruptions. Aims to safeguard and preserve the competitive advantage of the organization.
GROUP 2 KBA2423C 06 Challenges in Changing Mindsets: Changing business continuity mindsets is acknowledged as a challenging task. Blindly adopting 'best practice' techniques is deemed not to be the most effective approach. Diversity of Organizations: Organizations differ significantly from one another. Techniques effective in one organization may not be applicable or successful in another. Caution Against 'Best Practice' Replication: Blindly implementing 'best practice' business continuity techniques is cautioned against. The assumption that successful strategies in one context will work universally is challenged. CHANGING THE CORPORATE CULTURE A multitude of causes, from denial to disavowal to rationalisation, could lead to business continuity concerns being ignored. An organisation may fall victim to "group think," a phenomenon in which people begin to really assume that something about them—their size, for example—protects them against misfortune. Alternatively, CEOs can have a strong belief that insurance will protect them, not knowing that it won't be able to compensate for things like lost market share, damaged reputations, or damaged brands. (Pauchant,TC and Mitroff II (1992) Crisis-prone organisations tend to exhibit these tendencies seven times more often than crisisprepared organisations MANY ORGANISATIONS BELIEVE IT WILL NOT HAPPEN TO THEM. In this context, it is worth remembering (and reminding all senior executives) that ‘managerial ignorance’ is no longer an acceptable legal or moral defence if a crisis is handled badly. All managers should consider the following key questions that are likely to be asked in a subsequent inquiry: when did you know there was a problem? what did you do about it? if you didn’t do anything, why not?
GROUP 2 KBA2423C 07 Business Continuity Management The Business Continuity Institute (BCI) principles and frequently asked questions have been drawn together to create the BCM life cycle, an interactive process tool to guide the implementation of an effective BCM process. The business continuity management life cycle: THE BCM LIFE CYCLE HAS BEEN CREATED AS AN INTERACTIVE PROCESS TOOL THE BCM LIFE CYCLE Each organisation needs to assess how to apply the ‘good practice’, contained within the guidelines, to their own organisation. They must ensure that their BCM competence and capability meets the nature, scale and complexity of their business, and reflects their individual culture and operating environment
Ways to cope with disaster Use WOWBIZZ for an additional off 35% Book your business class adventure now and receive a complimentary guided for your proffession. www.reallygreatsite.com ISSUE 05 December 27 BUSINESS CONTINUITY MANAGEMENT A Step-by-Step to Ensure Business Continuity and to Protect Vital Operation
GROUP 2 KBA2423C 09 Disaster recovery is not just about businesses. It involves making plans and getting ready for big problems like floods or emergencies. It is about communities working together to prepare for bad things and help each other quickly get back to normal after something worst happened. However, there is no fixed timeline because each disaster and community is unique as they take their own time to recover. For businesses, research has shown that small businesses are particularly vulnerable to negative outcomes following disasters (Webb et al., 2002). Disasters may have a major impact on businesses impacting their operations, assets, and overall viability. As a result, firms must incorporate disaster recovery planning into their entire business continuity plans. These frameworks are designed to facilitate the speedy and efficient recovery of businesses following a disruption, with the goal of reducing the negative effects of the disaster on their operations and the wider community (Sahebjamnia et al., 2015). However, disaster recovery operations are not only focused on business, but include multiple perspectives from households and community. DISASTER RECOVERY OPERATION BUSINESS CONTINUITY MANAGEMENT Example of Disaster that frequenty occured : Natural Disasters Data Breach Disasters Pishing Scams Operational Failures DISASTER MANAGEMENT CYCLE :
TYPES OF DISASTER RECOVERY In general, banks retain sensitive consumer data, including financial and personal information. Therefore, banks are targeted by most criminal thieves for data breach that could lead to theft, financial fraud, and unauthorized access to accounts. Banks supervise substantial amounts of capital, rendering them very susceptible to fraudsters. For example, in the middle of 2022, the news of the loss of RM13,000 by a famous medical expert, Dr Rafidah Abdullah, expressed his disappointment when his money disappeared overnight through three suspicious transactions. GROUP 2 KBA2423C 10 BUSINESS THAT EXPOSE TO IT ATTACKS Each business has its unique set of elements that influence its recovery after a disaster, however it is normal for small businesses to take longer to recover than large manufacturing or construction businesses. In contrast to big company, small businesses usually cater to residential areas and rely on government and local financing resources for their recovery. The process for business to recover from disaster involves various elements such as risk assessment, business impact analysis, recovery strategies, and plan development. As reported by Ruyyan in 2006 provided that small businesses more likely to face challenges to their cash flow due to limited access to capital, irregular income, high proportional expenses, Post-disaster business recovery strives to not only rebuild the lost business but also to enhance its resilience against future shocks . Most businesses are exposed to disruption for Information Technology services that have a major impact on business functions which indirectly causing major losses for organizations reputation and revenue (Alhazmi & Malaiya, 2013) Therefore, businesses should have strategies to cope with the expected IT disaster: DISASTER RECOVERY STRATEGIES: Backup methods During a catastrophic occurrence, it is crucial for every firm to ensure the protection and security of their data. Consequently, firms should execute daily backup of the crucial data (Fallara, 2003). Hawkins & Chou (2000) emphasize the significance off-site backup as the major strategy for businesses since this procedure will safeguard essential information from all types of catastrophes. BUSINESS CONTINUITY MANAGEMENT BUSINESS RECOVERY
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ECONOMIC RECOVERY It's influenced by household earnings, disaster damage, and the housing recovery phases chosen by the household. Noted that poor income household find it difficult to recover quickly. They always think the last option they have to recover it quickly is by setting off their assets to meet basic needs. It is commonly observed that children abandon from school until things return to normal. Sadly, children from low-income households are often compelled to forego their education to help support their families. According to Hui Yin (Deputy Minister of Education) reported in Malaysia Gazzete 2023 stated the student dropout rate nationwide at the primary school level was 0.07% while at the secondary school level it was 0.99%. This resulted in social problem and due to lack of proper education and skills, they often settle for petty underpaying jobs. Thus, they run the risk of falling deeper into the poverty cycle. Therefore, efficient economic recovery methods should be done to promote growth and wellbeing. GROUP 2 KBA2423C 12 HOUSEHOLD RECOVERY Household recovery in the context of disaster recovery operations is the process of getting people back to normal in their physical, social, and economic lives after an unfortunate event. “ Strength is found in the resilience of households, piecing together shattered dreams into a new foundation for tomorrow." Households recovery has further three components which are housing recovery, economic recovery, and psychosocial recovery. HOUSING RECOVERY According to Ms.Nalini Yadav (2008), there are dividend into three phases of housing recovery which are Emergency Shelter Places chosen right after a disaster occurs without much planning or thought. Temporary Shelter Provide accommodation like community center along with food until a safer housing option becomes accessible. Permanent Housing Households returning to their usual daily life in which the house are crafted to remove physical weaknesses, such as constructing earthquake resistant houses in regions prone to earthquakes. PSYCHOSOCIAL RECOVERY People who lose their family and friends, their jobs, and their social networks in a disaster are traumatized. The survivors are unable to perform the normal things they need to do in their daily lives and often feel anxious, angry, or depressed. Mental Health professionals who have focused on addressing psychosocial needs have identified a specific set of mental health difficulties that arise after a disaster, known as Post-Traumatic Stress Disorder (PTSD). In the psychosocial recovery process, survivors are assisted in identifying issues, defining priorities, and also making decisions. In many cases, there are unaware that they need physchologic treatement even the system are obvious such as fatigue, saddness and grief. After a disaster, getting back to normal at home takes time. Lots of things affect this, like jobs, where you live, your age, and how much help the community gives. Things like finding work, transportation, schools, and healthcare are really important for families when they're deciding where to live after a disaster. BUSINESS CONTINUITY MANAGEMENT
Community recovery has grown into a big part of relief and recovery initiatives. Community recovery has been supported by governments, nongovernmental organizations (NGOs), communitybased organizations, The goal of community recovery is to get people back to their normal lives with fewer risks, since restoring the environment to how it was before may bring back the same dangers. Undoubtedly, restoring livelihoods of disaster’s victim poses additional obstacles to community recovery services. Therefore, Malaysia’s National Disaster Management Association (NADIM) is now focusing in module development Based Disaster Risk Reduction (CBDRR) training program as a capacity learning hub with Disaster Preparedness & Prevention Center DPPC. Example of NGO in Malaysia 1. Epic Homes 2. SOLS 24/7 3.Mercy Malaysia 4. SUKA society 5.MY KASIH GROUP 2 KBA2423C 13 COMMUNITYRECOVERY BUSINESS CONTINUITY MANAGEMENT Community recovery services help people who have been harmed by disasters by giving them mental support, material help, and financial assistance. Livelihood interventions framework that categorized into 3 overlapping phases, namely: 1. Livelihood Provisioning Immediate and Short - term measures (food and shelter) 2. Livelihood Protection Safeguard and support existing livelihood assets and resources 3. Livelihood Promotion Medium to long-term strategies aimed at fostering resilience and sustainable livelihoods through the development of new income-generating activities.
THE IIMMPPOORRTTAANNCCEE OOFFDDIISSAASSTTEERR RREECCOOVVEERRYY SPECIAL ISSUE: CONTENT: 05 DECEMBER 2023 Disaster recovery, coupled with business continuity, is paramount for organizations to swiftly overcome disruptions. This integrated approach ensures operational resilience, safeguards data, and maintains customer trust in challenging times OPERATION GROUP 2 KBA2423C 15
GROUP 2 KBA2423C 15 01. FIRE ONSLAUGHT Numerous businesses struggle with the severe repercussions of fires, which are frequently worsened by insufficient safety measures. Various reasons, such as excessive chemical usage, overheating, or the presence of flammable materials like wood shingles, might trigger fires. The CEO of Allied Disaster Defense, a prominent figure in disaster risk management, underscores the imperative of proactive disaster preparedness for businesses. The inherent risks of natural disasters especially involvement of fire, capable of devastating businesses and causing substantial financial losses, emphasize the critical need for disaster recovery. An example that evokes strong emotions is the Tubbs Fire in October 2017, which caused severe damage in California, including to companies such as Paradise Ridge Winery. Although the vineyard experienced the destruction of facilities, including tasting rooms, the proprietors demonstrated resilience by reopening in 2019. This serves as evidence of the determination exhibited by small company owners in the aftermath of a calamity. Paradise Ridge Winery's swift recovery serves as a powerful illustration of the significance of disaster recovery and mitigation efforts for businesses. Integrating disaster prevention planning into a business's strategic blueprint becomes instrumental in curtailing potential financial losses and bolstering operational resilience amid natural disasters. This proactive investment serves as a safeguard against potential catastrophes, demonstrating a business's commitment to longterm sustainability and its promise to stakeholders. In this context, a well-defined fire catastrophe recovery is critical for all businesses. As such holistic strategy improves catastrophe management and reduces financial losses. Hence, the miraculous comeback of Paradise Ridge Winery shows that businesses that prioritise disaster recovery planning may endure a hurricane and emerge stronger, more resilient, and financially confident. Design Buildings for Safety Use Install Fire Detection Devices Fire-Resistant Materials Implement Fire Suppression Systems What are the causes of fire? Paradise Ridge Winery Case IMPLICATIONS STEPS TO MITIGATE FIRE:
Utilize Remote Cloud Systems Enforce Data Backup Protect Intellectual Assets (BYOD Policies) Control Information Flow Additionally, the deployment of sophisticated data loss prevention tools becomes pivotal in averting mishandling or misuse of crucial company information. (L.L.Hoong and G. Marthandan,2014) In essence, disaster recovery is vital in minimizing data losses by meticulously preserving critical data, safeguarding against disruptions. This ensures seamless business continuity, reduces costly reconstruction efforts, and underscores the strategic role of comprehensive measures, including robust data backup and advanced prevention tools. 02. Steps to mitigate the risk of data loss: wwhhaatt iiss ddaattaa && iittss rreellaattiioonn wwiitthh ddiissaasstteerr rreeccoovveerryy?? Data is widely recognized as a cornerstone asset within contemporary organizations, functioning as the vital lifeblood that sustains day-to-day operations (Bernard Marr, 2022). Thus, loss of essential data can disrupt critical processes, bringing operations to a standstill. Hence, investing in data recovery solutions helps minimize these severe losses by enabling organizations to recover data efficiently, reduce downtime, and avoid costly data reconstruction efforts. This, in turn empowers the businesses to weather unforeseen challenges and continue functioning seamlessly in the future. RRAANNSSOOMMWWAARREE AATTTTAACCKKSS ccaassee The KACE Unified Endpoint Management and Data Protection Solutions' Director of Marketing predicts a 700% surge in ransomware attacks by 2025, affecting at least 75% of IT organizations. Escalating costs emphasize the need for enhanced disaster recovery strategies. A Forrester study indicates only 25% of organizations recover 75-100% of data post-ransomware. These statistics highlight the critical importance of robust disaster recovery measures as a defense against rising ransomware threats and safeguarding data integrity. GROUP 2 KBA2423C 16
GROUP 2 KBA2423C 17 Beyond just risk mitigation, the ability to swiftly recover from disruptions showcases organizational agility. This agility is essential not only for maintaining operational integrity but also for promptly responding to market changes and capitalizing on emerging opportunities. In summary, a well-executed disaster recovery strategy goes beyond its basic role of safeguarding operations; it positions the business as a trustworthy and dependable partner in the eyes of customers and stakeholders. This reputation for resilience becomes a distinguishing factor in competitive markets, where the assurance of business continuity becomes a decisive criterion for attracting and retaining customers and partners alike (Tim King, 2023). Competitive advantage is a unique edge that enables a business to outperform rivals. In the context of disaster recovery, having a robust recovery plan can itself be a competitive advantage. Swift recovery minimizes downtime, protects critical data, and enhances an organization's resilience, positioning it favourably against competitors in the face of unforeseen disruptions. In the ever-evolving realm of contemporary business, the development of robust disaster recovery capabilities plays a pivotal role in attaining a competitive advantage. In a time where disruptions are inevitable, businesses must prioritize reliability and continuity to meet the expectations of customers and partners. Proactive investments in comprehensive disaster recovery strategies not only help in risk mitigation but also demonstrate a deep commitment to resilience. This sends a strong signal to stakeholders that the organization possesses the flexibility and preparedness required to effectively navigate unforeseen challenges. 03.
02 03 04 Building strong relationships with customers, suppliers, and partners is key to long-term success. Conduct Market Research Build Strong Relationships Before starting any business, it's crucial to 01 conduct market research to understand your target audience, competition, and industry trends. Invest in Marketing Marketing is essential for getting your business noticed and attracting new customers. Stay Agile Business development is an ongoing process, and it's important to be adaptable and open to change. 4 ESSENTIAL TIPS FOR BUSINESS DEVELOPMENT Business development is essential for growth and success in any industry. Whether you're starting a new business or looking to expand an existing one, it's important to have a solid strategy in place. Here are four essential tips for business development INGOUDE COMPANY 123-456-7890 [email protected]
EDITION VOL.1 76210 - 541 "Imagine a business superhero armed with a Disaster Recovery Plan—it's the ultimate playbook for unexpected twists and turns. This amazing guide turns disasters into adventures, ensuring companies stay resilient and captivating, even in the face of the unexpected." - by kyndryl "Imagine a business superhero armed with a Disaster Recovery Plan—it's the ultimate playbook for unexpected twists and turns. This amazing guide turns disasters into adventures, ensuring companies stay resilient and captivating, even in the face of the unexpected." - by kyndryl THE POWER OF PLANNING DISASTER THE POWER OF PLANNING DISASTER P O S T - D I SAS T E R R E C OVE R Y WORST FLOOD EVENTS IN KELANTAN ?! WORST FLOOD EVENTS IN KELANTAN ?! MALAYSIA ISSUE LESSON LEARNT : BUT HOW TO START ?
A Disaster Recovery Planning (DRP) is an essential component of any firm that should not be overlooked in the management strategy. It is regarded as one of the critical procedures to be implemented in the company's recovery strategy in order to avert or prevent disaster strikes, catastrophes include not just natural catastrophes such as hurricanes, earthquakes, and tornadoes, but also occurrences such as cyber-attacks, equipment failures, and even terrorism. Some firms rely heavily on IT or information technology to constitute the core pillars, structure, or function of the corporation (Horney et al., 2016; Nadikattu, 2020). Hence, businesses may improve their resilience and assure continuity in the face of unanticipated problems by identifying the various nature of potential threats and establishing a well-defined DRP. This will ultimately preserve their long-term success and sustainability. WHATISA disaster recovery plan ? STEPSTOFORMULATE THEDRP disaster recovery planning series Identifying the types of records First and foremost, do a records management survey and keep a thorough file list. A backup of the file list should be kept or backed up somewhere else. Records are classified into two types: physical records and electronic records. The term "physical records" refers to hard-copy documents such as personal, business, or public information, according to Docsvault Team. On the other hand, according to Armstrong Archives, electronic records are produced and stored only within computer systems. In most cases, they are generated by the system or entered by the user into databases or other electronic systems. Identifying the vital records Next, document, file, or record in any format information that is vital to the the company's operations and/or survival, necessary to recreate the the company's legal and financial position, and required to preserve the company's claims and rights as well as those of its stakeholders. Identifying the risks Furthermore, identifying and mitigating the most likely risks that might have a detrimental influence on the company. The first stage in risk management is to examine your business carefully and identify possible hazards. You cannot design a practical, costeffective risk management strategy until you understand the extent of all potential hazards. The goal of this step of risk management is to compile a database of hazards specific to your company. • Financial risks • Operational and environmental risks • Legal risks Identifying alternative storage Identifying alternate storage entails establishing where your vital data and systems will remain in the event that the original place of storage turns inaccessible due to a catastrophe. This entails assessing several possibilities and picking ones that best fit the demands and recovery requirements of your firm. Choosing the best alternate storage option is critical for company continuity in the event of a disaster. Evaluate your alternatives carefully, taking into account recovery requirements, budget, security, and legislation. • Strategic risks • Privacy and information risks TYPES OF RISK: GROUP 2 KBA2423C 20
GROUP 2 KBA2423C 21 disaster recovery planning series STEPS TO FORMULATE THEDRP Define roles and responsibilities Set up a team to keep our disaster plan in check, maintaining and updating it always. Define roles for handling different aspects of the plan and designating who to contact for help in case of a disaster. Make sure someone reviews the plan every quarter to keep it current. And, don't forget the hero who informs everyone, even after office hours, when disaster strikes. Simple roles, big impact! Develop a list of contact Prepare a disaster bin Draw up and action plan The emergency contact list, a crucial preparedness tool, includes essential numbers for emergencies such as fire and police, hospitals, property management, security, nearby businesses, and skilled workers. Additionally, we've gathered contact details for customers, suppliers, distributors, and partners, turning this comprehensive list into a vital resource during a crisis. It underscores our commitment to a robust and adaptable emergency plan. Assemble a disaster bin with tools and supplies for handling small emergencies like leaky pipes or small fires. Include essential items such as tools, gloves, masks, fire extinguishers, and fire blankets. Make sure the disaster bin is easily accessible, and inform all staff of its location. Create an action plan summarizing the key details from above, including internal and external contact numbers. Outline a step-by-step list of actions for staff to follow in case of a disaster. Distribute the plan to all organization staff to ensure everyone is well-informed and prepared.
CORE ELEMDEISNASTTESR ORECFOVAERY PLAN GROUP 2 KBA2423C 22 risk assessment & analysis Risk assessment and analysis is a critical component of a disaster recovery plan (DRP) since it serves as the foundation for the whole plan. It entails identifying possible risks and hazards to the company, assessing their effect, and establishing the likelihood of occurrence. This process entails a thorough examination of the organization's operations, systems, and procedures in order to detect vulnerabilities and threats. Once identified, risks and threats are evaluated for their potential impact on important business operations, processes, and systems, as well as their likelihood of occurrence. Organizations may identify vulnerabilities and design methods to minimize or remove them by undertaking a complete risk assessment and analysis, which informs the construction of response and recovery processes, resource allocation plans, and communication protocols within the DRP. testing and maintenance procedures comprehensive DR communication plan Testing and maintenance processes are critical components of a disaster recovery plan (DRP) because they ensure the plan's continued usefulness and relevance. These processes include frequent testing, drills, exercises, and adjustments depending on organizational changes (Nadikattu, 2020). Regular testing and maintenance are required to discover any vulnerabilities or holes in the DRP. Organizations may analyze the success of their disaster plans and find areas for improvement by recreating various catastrophe situations through drills and exercises. This proactive strategy enables for essential changes and improvements, eventually enhancing the organization's preparation for possible crises (He and Cha, 2019). A detailed communication strategy is required as part of disaster recovery preparation. It is sometimes underestimated, yet it is a crucial factor that may make or destroy your firm. Your communication strategy should include processes for communicating with important stakeholders like workers, vendors, and consumers. A well-defined communication strategy will guarantee that all parties involved are kept informed and up to date during a crisis. All workers must keep their information up to date, including emergency contact information. Your disaster plan should include detailed protocols for communicating with staff, as well as backup mechanisms in the event of a communication failure. Take all essential precautions to ensure successful communication during times of crisis (Young 2023).
Signs that You are Highly EMPATHIC PERSON You feel overwhelmed when you watch horrific events on television or in real life. You give your hand to whoever is in pain. You put the needs of others as your top priority. You are a good listener.
IMPLEMENTING DISASTER RECOVERY PLANS COMMON CHALLENGES IN disaster recovery planning series GROUP 2 KBA2423C
GROUP 2 KBA2423C 25 common challenges According to the Product Marketing Manager at Broadcam Inc., Yan Guernion Procedures Change is most likely DRP's greatest enemy. Or, at the very least, changes made to the infrastructure and applications once the DRP is in force. Inconsistencies will impair recovery operations if the strategy is not updated on a regular basis. The restart of business operations will then fail in the best-case scenario, and in the worst-case scenario, company will be restarted with corrupted data. The key challenge is centralizing modifications so that the DRP processes can be quickly updated. Because you're dealing with highly granular operations like cleanup or restart scripts, this is a challenge that frequently outmatches traditional Configuration Management Database (CMDB)-based governance. These processes are usually spread throughout the information system and are frequently poorly referenced. Operational Risks: Outdated processes raise the possibility of operational failures during recovery efforts. Concerns about data integrity: Corrupted data caused by outdated recovery processes might jeopardize the integrity of key corporate information. Governance Challenges: The complexity and dispersed nature of procedures make effective governance difficult to execute, particularly with traditional CMDB-based systems. implications: People A DRP's effectiveness is primarily reliant on the availability of trained staff capable of carrying out the plan properly. The unpredictability of disasters, on the other hand, offers a huge obstacle to ensuring that the right personnel with the right abilities can be accessed when needed. The Product Marketing Manager at Broadcam Inc., Yan Guernion We've all heard that disasters always strike when and where we least expect them. Organizations must be careful and, above all, realistic about their capacity to access the appropriate abilities, in the right location, at the right time. Natural disasters or influenza epidemics have proved that even the most sophisticated on-call systems may be affected. In the case of a regional scale fire or floods, a large number of the resources supporting the DRP's implementation may become trapped evacuating the danger zone. These are completely unforeseen, and they are likely to drag down the recovery process since you lack the necessary abilities for system configuration or, more foolishly, no access to the admin password holder. visibility During a crisis, it is critical to concentrate your finest resources on what is truly vital. This appears clear since not all IT assets are equal in terms of value or criticality. However, today's systems are more complicated, integrated, and interdependent than ever before. As a result, it is difficult to efficiently organize teams in the midst of catastrophe. Proper disaster recovery execution necessitates clear insight into the sequence and status of activities in order to make the proper decisions while also providing real-time information to senior management and the larger organization.
11 11 11 11 11 FLOOD LESSONS: KELANTAN'S RESILIENCE STORY Malaysia is prioritizing the resilience of its cities, particularly against floods, by focusing on adapting to climate change and effective disaster risk management, as highlighted in the 11th Malaysia Plan (2016-2020). These efforts builduponproactivemeasures initiated during the 10th Malaysia Plan (2011-2015), showcasing the government's ongoing commitment to strengthening disaster readiness, improving flood defenses, and addressing the impacts of climate change. (Gonzalo,Colin & Cassidy J,2009) GROUP 2 KBA2423C ROUTE TO POST-DISCOVERY The Star -“In year 2020, the number of flood victims in Kelantan jumped to 1,991 people across 21 relief centres, up from 1,599 the night before. Meanwhile, things are getting better in Negri Sembilan. Authorities remind folks in risky areas to stay alert and evacuate if needed, as river levels in five districts hit a concerning point—an important call to action.” In Malaysia, after a disaster, the goal is to rebuild better and turn challenges into opportunities, especially for those with fewer resources. While everyone should work together, there's room for improvement, especially in planning and building. The focus is on making things stronger to handle future disasters. The main players in this recovery are the national planning agency, recovery agency, government at different levels, local communities, and NGOs. The Disaster Management and Relief Committee oversees disaster management in Malaysia, ensuring a thorough and effective response.(Chacko Koshy & Asrar, 2016) In an impressive response, JKR Kelantan, operating under the Ministry of Works, orchestrated the construction of approximately 1280 new houses in the aftermath of the disaster, showcasing a remarkable commitment to post-disaster recovery and rebuilding efforts in the affected areas ofKelantan.(Shafiai, S , 2016) THE VITAL ROLE OF PUBLIC INFORMATION 26 Inform the impacted community on the recovery activities and progress made thus far. Educate the community about the services and help available to them to aid in their rehabilitation. Encourage community participation and engagement in the recovery process. Encourage community ownership and accountability for rehabilitation initiatives. Make sure the community is aware of the recovery plan's long-term aims and objectives. Malaysia Issues
4.Continuous Monitoring and Threat Intelligence: THE CYBERSECURITY D . R . p 2023 ybersecurity in catastrophe Recovery Planning (DRP) refers to methods and procedures designed to secure an organization's digital assets, systems, and data against cyber attacks before, during, and after a catastrophe. Cyber catastrophes, such as data breaches, ransomware attacks, or other types of cyber threats, can have serious effects for an organization's capacity to recover from a disaster. (IBM Report . nd, 2023) What is Cybersecurity in DRP ?? The features of Cybersecurity : C 1. Threat Identification and Risk Assessment: First and foremost, to keep our organization safe from computer problems, like viruses and weaknesses, we need to look for and understand them. We also check different issues, such as natural disasters or cyberattacks, to see how they could harm us. This helps us focus on the most important security stuff and use our resources wisely. In simple terms, it ensures we stay strong, protect important information, and keep everything working smoothly. 2.Data Protection and Encryption: Primarily, we use special codes to keep important information safe, whether it's moving around or stored. We also have rules about how we categorize data (like if it's super important or not as much), and we use different codes based on how sensitive the information is. This way, we make sure our important data stays secure all the time. 3.Security Awareness Training: We teach our team to stay safe online with cybersecurity training. They learn how to protect information and what to do during disasters to keep things secure. We keep a close eye on online things all the time to catch and handle problems quickly. We also stay in the know about the latest online threats to be prepared for anything new. GROUP 2 KBA2423C 27
References a list of Armstrong Archives. (2023). Paper Records vs. Electronic Records: Pros and Cons For Your Business? Retrieved from Armstrong Archives, LLC: https://www.armstrongarchives.com/paper-records-vs-electronic-records/ Austin, J. (2018). BUSINESS CONTINUITY MANAGEMENT: A CRISIS MANAGEMENT APPROACH. Inflibnet.ac.in. https://doi.org/978-1-98460-813-0 A.Ganji and S. Miles, Toward Human-Centered Simulation Modeling for Critical Infrastructure Disaster Recovery Planning. 2018 IEEE Global Humanitarian Technology Conference (GHTC), 1-8. (2018) Almaraz, O. P. (n.d.). Council Post: The Costs Of Complacency: The Need For Proactive Disaster Preparation. Forbes. https://www.forbes.com/sites/forbesbusinesscouncil/2023/06/14/the-costsof-complacency-the-need-for-proactive-disaster-preparation/?sh=6417a2db4f88 Brahim Herbane, Elliott, D., & Swartz, E. (2004, October). Business Continuity Management: Time for a Strategic Role? Retrieved January 15, 2024, from ResearchGate website: https://www.researchgate.net/publication/240177042_Business_Continuity_Management_Time_f or_a_Strategic_Role Anitha.S. (2020). The Importance of Disaster Recovery Planning. International Journal of Advance Research and Innovative Ideas in Education (Ijariie). 193-195. https://ijariie.com/AdminUploadPdf/THE_IMPORTANCE_OF_DISASTER_RECOVERY_PLAN NING_ijariie12315_converted.pdf Chow, W. S., & On Ha, W. (2009). Determinants of the critical success factor of disaster recovery planning for information systems. Information Management & Computer Security, 17(3), 248-275. Docsvault Team. (2022, August 24). Physical Records Management Best Practices. Retrieved from Docsvault: https://www.docsvault.com/blog/physical-records-management-best-practices/ Guernion, Y. (2019, June 13). Top 3 Challenges To Creating an Effective DRP. Retrieved from Linkedin: https://www.linkedin.com/pulse/top-3-challenges-creating-effective-drp-yann-guernion Horney, J., Nguyen, M., Salvesen, D., Tomasco, O., & Berke, P. (2016). Engaging The Public in Planning for Disaster Recovery. International Journal of Disaster Risk Reduction, 33-37. doi:http://dx.doi.org/10.1016/j.ijdrr.2016.03.011 Mohamed Shaluf, I., & Ahmadun, F. (2006). Disaster types in Malaysia: an overview. Disaster Prevention and Management: An International Journal, 15(2), 286–298. Retried from https://doi.org/10.1108/09653560610659838 Mardiah, W., Mohd, W., Akmar, F., Nifa, A., Ismail, N., & Khalid, K. (2017). Planning for post disaster recovery: Lesson learnt from flood events in Kelantan Malaysia . Retrieved from https://oarep.usim.edu.my/jspui/bitstream/123456789/3461/1/Planning%20for%20Post%20Disaster %20Recovery%3B%20Lesson%20Learnt%20from%20flood%20events%20in%20Kelantan%20Malaysia .pdf
References Soni, V. D. (2020). Disaster Recovery Planning: Untapped Success Factor in an Organization. 2. Young, S. (2023, June 26). 5 Key Components of Disaster Recovery Plan. Retrieved from PennComp Outsourced IT LLC. A New Charter Technologies Company: https://penncomp.com/components-of-disaster-recovery-plan/ a list of Wallace, M., & Webber, L. (2017). The disaster recovery handbook: A step-by-step plan to ensure business continuity and protect vital operations, facilities, and assets. Amacom. Shafiai, S. (2016). Flood Disaster Management in Malaysia: A Review of Issues of Flood Disaster Relief during and Post-Disaster. European Proceedings of Social & Behavioural Sciences. Retrieved from https://doi.org/10.15405/epsbs.2016.08.24 Nadikattu, R. R. (2020). Risk Management in the IT Department. Risk Management in the IT Department, International Journal Of Advance Research And Innovative Ideas In Education, 6(3). Retrieved from https://ssrn.com/abstract=3620047
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