Search through Our Articles for Information on Crisis Management and Business Survival Techniques
Preparing and guiding a business through a disaster takes smart planning and foresight. Our feature articles address important issues
about business continuity software and management and can help keep crisis management professionals at the leading edge of their
field.
Through these published articles, Philip Jan Rothstein, our company's president, shares his vast knowledge of information regarding
different techniques and tools, such as a disaster recovery plan template, that are effective in keeping a business afloat and
successful through any situation.
Keep checking back to see the latest articles and information on business continuity management and other leading issues for the
industry today. Our online forum also provides a rich source of information for the disaster recovery business community.
Professionals and novices can get together to share ideas, ask questions and seek their peers' advice on a variety of issues. Our
online book catalogs also give you access to hundreds of reading materials that contain invaluable advice and steps for managing your
business through a disaster and the following recovery.
If you want more information on Rothstein Associates and the services we offer, you can always call us at 203-740-7400. You can also email any
questions or requests for information to info@rothstein.com. One of our knowledgeable staff
members will be more than happy to provide you with any information you need and let you know which type of services might work best
for your company.
 Coping with Physical Disaster
by Philip Jan Rothstein, FBCI
All accounting firms are vulnerable to physical disasters. Some form of disaster generally happens at least once in the history of every firm. Physical disasters may be natural or man-made and may be caused by fire, flooding, tornado, hurricane, explosion, earthquake, freezing, civil unrest, terrorism, theft, or vandalism. Limited accessibility to the firm’s offices, whether from a storm or other regional event, could be just as devastating even in situations in which there is no physical loss or damage. Computer disasters may result from power surge, data corruption, software error, human error, or equipment failure. This article covers the importance of disaster planning and the steps in the disaster planning process.
Pitching Preparedness
When it comes to contingency planning, what does an organization really
have toshow for its money and effort? For those sophisticated enough to
realize it, the much-maligned yet ubiquitous three-inch red binder simply
does not cut it any more. More and more companies are looking for tangible,
quantifiable results from their business continuity efforts and expenditures.
Business Continuity: Publish or Perish
by Philp Jan Rothstein, FBCI
Picture an orthopedic surgeon learning to perform arthroscopic knee surgery. Before he is let loose on his first live knee, the surgeon is going to learn and practice through a variety of methods: classroom learning, reading books and the latest published literature, practicing on models or cadavers, studying under and observing seasoned practitioners, and, before he is fully on his own, working under the careful scrutiny of his superiors and peers until he is fully capable of working independently with less stringent review and observation. Once he has achieved a level of professional competence, he is expected to maintain his expertise through continuing education and to share his knowledge with others learning his profession. After all, his patients could really suffer if he does not diligently apply himself to learning and validating proper techniques. Yet, despite the parallel risk to the enterprise, the typical business continuity planner would be most fortunate to be exposed to anything approaching the equivalent level of education and training resources.
Outsourcing
by David Honour, editor
Outsourcing is seen by many organisations as an effective way of passing responsibility for non-core business functions to third party specialists. Facilities management and IT related functions are often prime candidates for outsourcing; for many companies these are non-core activities - they are not key revenue generating areas. The mistake that some companies make is in equating ‘non-core’ with ‘not-critical.’ In outsourcing non-core activities you may still be handing over responsibility for mission-critical activities to third parties.
Emergency Response Planning For Schools
by Douglas Henderson, FSA, CBCP
Teachers and staff are frequently the initial responders to an
emergency situation. In particular, teachers are viewed as role models and leaders
by their students. In an emergency situation students will likely follow the advice
of their teachers and other adults. Yet very few of these initial responders have
any formal training in emergency response.
Who Pays The Piper?
by Rolf von Roessing, MBCI, CISA, CISSP
The “whose budget” syndrome in business continuity management has been a hotly debated issue for some time. For the BCM auditor, the question of funding a corporate continuity process or program looks insignificant at first sight. In terms of adequacy of funding, there are no immediate difficulties - quite simply add up the numbers, and match them against typical benchmarks such as turnover, profit before tax, or any other predefined criteria. A closer look reveals that the funding (and therefore sponsorship!) structure for business continuity often leads to a hidden organizational bias.
Seven Items Often Overlooked In Disaster Planning
by Seven Lewis, Ph.D.
During the last 20 years, we have worked with organizations ranging from Retailers to Universities, from Banks to Dairies, from insurance companies to local governments and beyond. In all of these situations, we have found that all planners, no matter how experienced and systematic they may be, tend to overlook certain items. Some of these are small, but crucial items which simply add insult to injury when disaster occurs, but other can threaten the survival of the organization.
Averting
Disaster:
Moving Toward Business Continuity Management
One could speculate that, ten years from now, people will look back at
2002 as the year when business continuity/disaster recovery shifted from "nice to have, if you can afford it," to "we couldn't do
business without it!"
One could only wish that it did not take the tragedies of September 11th
to make it so.
Business
Continuity Management:
A New Challenge to the Auditor
Auditing business continuity management (BCM) is rapidly becoming one
of the most urgent issues throughout the audit community. Recent legislation
and several regulatory initiatives have made it clear that financial and
technology auditors must review business continuity (and not just IT disaster
recovery) in much more detail than before.
DRP – There's
No Standing Still
I started DRP (Disaster Recovery Planning) work
in the late 1970’s. In 1985 I started my consulting practice with
the main services being just that – DRP. At the time I was relatively
certain that DRP would be good for 5 or 6 years. At that time certainly
all companies would have a plan in place. What I’ve found is that
not only are many companies without a good plan today, but the field is
actually expanding. I see no end. I see constant new opportunities to
implement recovery plans and strategies for the ever increasing IT arena.
September 11 Changes
Everything
Ten years from now, people may look back at 2001 as the year when disaster
recovery (DR) shifted from "a good idea if you can afford it"
to "integral to the heart of your business." One only wishes
it didn't take the tragedies of Sept. 11 to make it so.
Business Continuity
Strategies for Customer Relationship Management
With the growing adoption of Customer Relationship Management (CRM) initiatives
in just about every type of industry, call centers today are much more
than cost centers. They are increasingly considered strategic business
assets.
The Case for Business
Continuity Certification
The business continuity function has been steadily growing in importance
in both the private and public sector over the last 20 years. The corporate
world has recognized the importance of the business continuity process
to the very survival of the enterprise.
Service Level
Agreements in Business
Continuity Management
"Any support service, whether in-house, contracted or outsourced,
stands to be accused of being insensitive to the requirements of its customers
(or users) and of providing inadequate service. Equally customers of a
support service may have unrealistic expectations of what can be reasonably
provided by it. To overcome these gulfs support services are increasingly
turning to Service Level Agreements. However, during the most crucial
time for any business - recovering from as disaster - neither customer
or recovery service supplier is usually protected by a Service Level Agreement.”
Study Predicts
Worsening Power Reliability
Utilities have not made necessary upgrades to prevent further
power-grid degradation.
Succeeding at Succession
can Avoid Financial Ruin
"Fire, flood, explosions, even widespread theft, can certainly spell
disaster for a small company. There is, however, another catastrophe waiting
to happen in the form of financial ruin -- the failure to pass the torch
of ownership to a new generation of owners and managers."
BCP Comes of Age
Three senior business continuity planners discuss new dimensions in the
relationship between BCP, disaster recovery and information security.
You Can Bet On
It
A disruption is definitely going to hit your business, sooner or later
—
it’s only a question of when, not if. What are prudent American businesses
doing to minimize the impact of, if not avoid, disasters?
Can You Really
Count On Your Backups?
Backing up essential business data is kind of like getting enough exercise
or eating the right foods — more effort seems to go into talking
about it than doing it.
Business Impact
Analysis: What’s Your Downside?
Business impact analysis (BIA) is the identification of the effect on
the organization of the risks to it, should they occur. How much could
a disaster cost you? If you know that, you can justify spend on Business
Continuity and risk reduction.
A Chilling Experience
ING Canada Property and Casualty, part of the International Netherlands
Group, successfully thawed out from the ice storm which paralyzed dozens
of other Canadian and New England organizations in
January, 1998.
Smooth Moves
Relocating a data center can be enough of a challenge; doing so
with minimal business disruption demands good luck and great planning.
Some of the most successful moves have been little
more than activations of customized versions of the operations' disaster
recovery plan.
Why Assess?
Few businesses can survive for long by investing in projects without examining
their justification, whether through a structured process or informally.
Yet, it is not uncommon for a business continuity or disaster recovery
program to evolve without a rational business basis. Why is this?
Slow Motion Disaster
From the business continuity perspective recurring, disagreeable weather
(as opposed to short-term, extreme weather such as tornadoes, hurricanes
or blizzards) does not seem to fall into the ”disaster” category.
So, what is a “disaster,” anyway?
The Politics of
Recovery Testing
In most organizations, planning and testing for a potential event
that may never occur can easily slip down in the priority list.
This article tells how not to let this crucial element get lost in
the corporate shuffle.
When is a Virus More
Than a Virus?
A case study of a computer virus infestation causing a
corporate disaster.
‘Almost’
Disasters
Sometimes, a ‘disaster’ can sneak up on an organization unrecognized.
This article offers tips to avoid this pitfall.
Managing Management:
A Case Study
Planners developing and maintaining a contingency plan can learn the hard
way that top management's lack of support, commitment and funding can
be a project killer.
Painful Lessons
from Oklahoma
The tragic 1995 Oklahoma City bombing taught us, among other things, that
there is no room for complacency in the corporate world.
|
