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Disaster Response and Recovery, Research Paper Example

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Words: 1055

Research Paper

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
1 Hour 5 Hours 24 Hours 2 Day 1 Week 2 Week 1Month
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

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