Re: DR Top Ten List

Posted by Timothy cousins (24.151.17.54) on July 11, 2001 at 16:03:33:

In Reply to: Re: DR Top Ten List posted by Philip Jan Rothstein, FBCI on July 11, 2001 at 16:01:02:

: : Posted by Sam on April 11, 2000 at 16:20:20:

: : Does anyone know of any "top ten" lists for employees (non-DR Team members), i.e. "10 things you need to know..."? Ready-made and original contributions are appreciated. Thanks.

:
: - - - - - -

: Posted by Philip Jan Rothstein on April 13, 2000 at 15:12:04:

: In Reply to: DR Top Ten List posted by Sam on April 11, 19100 at 16:20:20:

: : Does anyone know of any "top ten" lists for employees (non-DR Team members), i.e. "10 things you need to know..."? Ready-made and original contributions are appreciated. Thanks.

: The first three items on my list for employees would be:

: 1. Read the contingency plan. (as simple as it sounds, many employees never do).

: 2. If anything in the contingency plan doesn't make sense, or if you know of a reason it might not be effective, let the contingency planning team know immediately.

: 3. Insist on participating in BC exercises.

- - - - - -

===================

Posted by Timothy Cousins on February 18, 2001 at 06:34:16:

It is absolutely essential that the staff who are goping to have to carry out the plan "OWN" the plan - so that it is their baby.
I have been involved in many recovery situations (that is all I do) assisting companies without recovery plans as well as those with. The difference between a company that "has not read the plan" is little different from those who have no plan at all.

A recovery plan HAS NO INTELLIGENCE. The intelligence exists in the minds of the participants.

This means - the 3 P's - (visible)Presence, Participation and Practice.

Also..
A recovery plan cannot evaluate the nature and extent of damage. It can only specify the process the evaluation takes place. One forced data centre move (after a contamination event)required a total re-think and planning. This took six weeks from the incident.

By the way, there are some common human thresholds that conme into play. The 3 weekend tolerance limit. When any employee is asked to respond to an incident, typically they will do so cheerfully and with vigour for 3 weekends. Their families will tolerate 3 weekends with Dad or Mum away - but no longer. Staff Moral plumets after the 3rd weekend!

If no visible progress towards a recovery has been made by the 6th week then expect resignations of company officers, sackings, scapegoating and scandals occur. (I often get called in at the 6 week boundary when the recovery effort has floundered).

P.S. A scandal is where there is a viscious round of finger pointing by the group until all fingers point to the one person. That person is scandalised (most often the recovery project manager). Whilst the true blame may exist amongst all of the participants, but the group NEEDS a scandal, a scapegoat, in order to move on. When the dust settles, there is new leadership and new committment and the job is finally done. This sounds childish, but when the stakes are high, groups can degenerate fairly quickly.

A plan helps prevent against scandals as it provides a defence against blame.

TimC.

Follow Ups:

Re: DR Top Ten List Mitch 21:55:57 04/05/05 (0)

Post a Followup

Name:
E-Mail:

Subject:

Comments:
: : : Posted by Sam on April 11, 2000 at 16:20:20: : : : Does anyone know of any "top ten" lists for employees (non-DR Team members), i.e. "10 things you need to know..."? Ready-made and original contributions are appreciated. Thanks. : : : : - - - - - - : : Posted by Philip Jan Rothstein on April 13, 2000 at 15:12:04: : : In Reply to: DR Top Ten List posted by Sam on April 11, 19100 at 16:20:20: : : : Does anyone know of any "top ten" lists for employees (non-DR Team members), i.e. "10 things you need to know..."? Ready-made and original contributions are appreciated. Thanks. : : The first three items on my list for employees would be: : : 1. Read the contingency plan. (as simple as it sounds, many employees never do). : : 2. If anything in the contingency plan doesn't make sense, or if you know of a reason it might not be effective, let the contingency planning team know immediately. : : 3. Insist on participating in BC exercises. : - - - - - - : =================== : Posted by Timothy Cousins on February 18, 2001 at 06:34:16: : : It is absolutely essential that the staff who are goping to have to carry out the plan "OWN" the plan - so that it is their baby. : I have been involved in many recovery situations (that is all I do) assisting companies without recovery plans as well as those with. The difference between a company that "has not read the plan" is little different from those who have no plan at all. : A recovery plan HAS NO INTELLIGENCE. The intelligence exists in the minds of the participants. : This means - the 3 P's - (visible)Presence, Participation and Practice. : Also.. : A recovery plan cannot evaluate the nature and extent of damage. It can only specify the process the evaluation takes place. One forced data centre move (after a contamination event)required a total re-think and planning. This took six weeks from the incident. : By the way, there are some common human thresholds that conme into play. The 3 weekend tolerance limit. When any employee is asked to respond to an incident, typically they will do so cheerfully and with vigour for 3 weekends. Their families will tolerate 3 weekends with Dad or Mum away - but no longer. Staff Moral plumets after the 3rd weekend! : If no visible progress towards a recovery has been made by the 6th week then expect resignations of company officers, sackings, scapegoating and scandals occur. (I often get called in at the 6 week boundary when the recovery effort has floundered). : : P.S. A scandal is where there is a viscious round of finger pointing by the group until all fingers point to the one person. That person is scandalised (most often the recovery project manager). Whilst the true blame may exist amongst all of the participants, but the group NEEDS a scandal, a scapegoat, in order to move on. When the dust settles, there is new leadership and new committment and the job is finally done. This sounds childish, but when the stakes are high, groups can degenerate fairly quickly. : A plan helps prevent against scandals as it provides a defence against blame. : TimC.

Enter these letters (required):

Optional Link URL:
Link Title:
Optional Image URL:

[ Follow Ups ] [ Post Followup ] [ Rothstein Associates Inc. Disaster Recovery Forum ] [ FAQ ]

"Keep Me Posted"

Business Survival Newsletter

Rothstein Associates, Inc. is a BBB Accredited Business. Click for the BBB Business Review of this Financial Planning Consultants in Brookfield CT

E-mail Rothstein Associates Inc.