Home / Research Paper / Disaster Response and Recovery, Research Paper Example

Disaster Response and Recovery, Research Paper Example

Pages: 4

Words: 1055

Business Impact analysis

The business impact analysis identifies the impacts resulting from disruptions and disaster scenarios that can affect the organization and techniques that can be used to quantify and qualify such impacts. The process of BIA Identify critical functions of the organization; their recovery priorities, and internal and external dependencies of organizations critical processes so that recovery time objective and recovery point objectives can be set Omar, A., Alijani, D., and Mason, R. (2011).

RTO is the point in time following a disruption when operations must resume (at a minimum level) in order to meet downtime tolerances.

RPO effectively quantifies the permissible amount of data loss in case of interruption.

Data Collection method

A comprehensive impact analysis exercise has been conducted to all departments through workshop. A complete set of forms including guidelines were provided to participants to get the standardized results. Following are the departments participate in the exercise

	Department	Departmental Coordinator

1	Accounts
2	Administration & HR
3	Compliance and Secaterial Work
4	Investment and Research
5	Investor Services
6	Marketing & Branch network
7	Operation
8	Sales

Procedures to identify critical processes

Steps followed by departmental coordinator to identify critical processes / activities of their department.

Step 1- Identify activities performed by each department

Each departments list down all the activities performed by department with supported IT resources required and specifies processing cycles (time of day/month/quarter/year) for each function (Kuonqui, 2006).

Step 2 – Identify Impacts Resulting from disruption to those activities

To determine critical processes of the organization we developed following impact criteria that applied on all the processes identified in step-1. This calibration matrix for impact category treated as a baseline that ensures standardization of values in the processes throughout the organization.

Calibration matrix for Impact category

Impact Category	Nature	High	Med	Low	Description
Additional Expense	Financial	Above 200K Rs	Up to 200K Rs	Up to25K Rs	Any extra cost incurred by company if process is not available
Customer services	Customer Services	Loss Customer	Expected to loss existing Customer	Customer faces problem	Directly related to existing and potential customers
Reputation	Reputation	Nationwide bad reputation	Bad reputation within city	Bad reputation Within industry	Corporate image; public perception;
Financial Reporting	Regulatory	Loss of Contract / License	Formal Enquiry	Informal Enquiry	Legal liability, Loss of contract, violation of law regulation
legal / Regulatory Requirement	Regulatory	Loss of Contract / License	Formal Enquiry	Informal Enquiry	Legal liability, Loss of contract, violation of law regulation
Employee morale	Employee Morale	Frustrated	Not working with full potential	Low motivation level	Employee morale

Impact analysis table

Activity	Impact Category	Impact if unable to perform this activity							RTO
Activity	Impact Category	1 Hour	5 Hours	24 Hours	2 Day	1 Week	2 Week	1Month	RTO
1	Additional Expense	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L
	Customer services	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L
	Competitive advantage	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L
	Employee morale	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L
	Financial Reporting	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L
	legal / Regulatory Requirement	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L	H / M / L

	Critical
	Essential
	Non-Essential

To identify criticality of the process based on criteria given in table 1.1 each departmental coordinator marked their processes as High, Medium or Low according to time line given in table 1.2. The process is treated as most critical to organization when at least one ‘H’ or minimum three ‘M’ falls in red time zone. The identification of high, medium and low is judgmental decision may be based on historical records West, D. (1996).

Step 3- Establish Recovery time objective and recovery point objective

Step 4- Identify internal and external dependencies on each processes

Step 5 – Identify business records required in critical process

Step 6 – prioritize the departmental resource requirement for DR site

Results of Business Impact Analysis

Departmental critical processes

Details required (only critical processes are includes in below list)

S No.	Department	Critical process

1	Marketing	Customer Services
		Investment application recording
		Redemption application recording
		Other application recording
2	Information Services	Redemption application recording
		Conversion application recording
		FMS system update
3	Accounts	Cash flow (Receipt and payment)

Resources required at alternate location to resume critical processes

Total resource required
PC	5
Telephone required	4
Printer	1
Internet Connection	1

List of resources approved by BCM committee

Overall organization DR requirement
	1 Hour	6 Hours	24 Hours	2 Day	1 Week
System and application
*Internally managed system*
Critical documents in file server		ü
Email			ü
*Externally managed system*

Resources Required
Personnel		9	9	9	9
Telephone		4	4	7	7
PC(LAN)		5	5	9	9
Network Printer		1	1	1	1
Photocopier		1	1	1	1
Dedicated Fax		1	1	1	1

References

Kuonqui, C. (2006). Disaster response and recovery: Strategies and tactics for effective operations. Journal of International Affairs, 59(2), 365-367

Omar, A., Alijani, D., and Mason, R. (2011). Information technology disaster recovery plan: Case study. Academy of Strategic Management Journal, 10(2), 127-141

West, D. (1996). Technology advances raise disaster recovery stakes. National Underwriter.Life and Health, 100(4), 7