Author Roden,
Kevin
Title Building a business case for disaster
recovery planning.
Publication
2004
Citation Disaster Recovery Journal, Vol.17 No.3,
Summer 2004, pp.76-77.
Summary Managers who are responsible for getting
businesses up and running after a disaster are faced with a truly heroic
challenge – especially since they are often faced with limited or no budget to
accomplish this task. Financially justifying requests to senior management for
the funding of disaster recovery planning and testing can prove a difficult
task.
Author King,
Jonathan
Title Business continuity planning and the highly protected risk expanding the
envelope: planning for the entire organization
Publication
2000
Citation Disaster Recovery Journal, Vol.13(1), Winter
2000, pp.28-30
Summary Disaster recovery has long been concerned
mainly with information technology systems. Its origin as a response to data
center needs has produced this situation. With the continuous cost cutting of
the last decade, corporations have attempted to eliminate much of the
redundancies once provided in their systems. Threats, beyond those affecting
IT, can cripple the ability to deliver product, meet customer demands or market
expectations, safeguard employees, and protect reputations and goodwill.
Therefore, to meet the needs of today's business, continuity planning needs to
encompass the entire reputations and goodwill. Therefore, to meet the needs of
today's business, continuity planning needs to encompass the entire
organization. Business continuity views the organization through the eyes of a
customer. What processes are needed to meet the customer's expectations. These
processes, regardless of dollar value, are the critical operations which must
be protected. Protection can include mitigation through risk control services,
risk financing activities, and development of contingency plans, which is the
realm of disaster recovery and business continuity.
Author Elliott,
Dominic
Herbane, Brahim
Swartz, Ethne
Title Business continuity management : a test of
continuity between economic sectors
Publication
2000
Citation Risk Management : An International Journal,
Vol. 2 (1), 2000, pp. 27-38
Summary This paper builds upon previous research
undertaken to identify the nature of business continuity practices within the
UK finance sector. Its broad purpose is to examine the applicability of a
framework of best practice developed within this one sector to other sectors.
Retail and local government were chosen as two widely differing economic
sectors. The paper adopts a case study approach and examines J Sainsbury, a
leading UK retailer, and Coventry City Council, a large local authority.
Previous quantitative studies, whilst benefitting from large sample sizes,
yield only superficial insights into the nature of business continuity
practice. The findings of this study provide support for the view that generic
factors can be identified across economic sectors through in-depth qualitative
research
Title Business continuity management : keeping
the wheels in motion
Publication
Canberra : Australian National Audit Office, c2000
Physical Description 2 booklets in folder (87 p. :
ill. ; 20 p. ill.)
Note
"Better practice"
Book and
workbook in folder
At foot of
cover and title page: "A guide to effective control - January 2000"
Summary This guide has been prepared primarily for the
people involved in a business continuity project - from individual team members
through to the Chief Executive and Board. Each participant plays an important
role and has an array of responsibilities in ensuring the success of the
project and continuing validity of the plan. Successful business continuity
management relies on the expertise from within the organisation - it is the
people that understand the organisation - its business, processes and business
risks. However, the Guide does not assume everyone is an expert in the field of
risk management so describes each phase of business continuity against an
accepted, generic risk management framework. The Guide is divided into two
major parts - the first part deals with business continuity management concepts
in a risk management context; the second part identifies the processes and
procedures required to be undertaken to produce a business continuity plan. A
number of supporting pro-forma schedules, working papers and questionnaires
have been prepared to facilitate the overall process described in the Guide.
These are contained in the Business Continuity Workbook that accompanies this
Guide
Author
Levinson, Jay
Title Business continuity in the wake of disaster
Publication
2001
Citation Disaster Recovery Journal, Vol. 14 (3),
Summer 2001, pp. 42, 44
Summary Thursday, 24 May 2001 is a date that will be
long remembered by many Israelis. As some 700 invited guests were celebrating a
wedding in the Versailles Hall in Jerusalem, the floor suddenly collapsed,
leaving hundreds injured in the worst civilian disaster that has occured in the
country's 53 year history. The cave-in was vividly recorded by the video photagrapher
hired to film the wedding. Army extrication teams removed the bodies of 23
people over a period of two days. Work at the site, conducted despite the
possibility of further structural collapse, stopped only after all persons
reported missing were located. For the owners of the Versailles Hall there is
no issue of business recovery. The Hall has served its last meal. What remains
of the building will be torn down after all evidence revealing cause of the
tragedy is collected. The alleged 'shortcuts' to initial licensing will be the
subject of police investigation, and the owners will be spending much of their
time in the coming months facing a series of legal questions and suits. If
anything is to be learnt, it is that shortcuts to 'save' money in the short run
can be overwhelmingly expensive in the long run.
Title Business continuity management.
Publication
Sydney : Standards Australia International ; Wellington, N.Z. :
Standards New Zealand, 2003.
Physical Description vi, 46 p. ;
Series HB ; 221: 2003
Note At head of
title: Handbook.
Note Bibliography: p. 43-44.
Contents Pt. 1 : What is business continuity
management -- 1.2 The evolution of BCM -- 1.3 The relationship of risk and
business continuity management -- 1.4 BCM and its relationship with corporate
governance -- 1.6 Risk identification and BCM -- 1.7 Organisational
interdependencies -- 1.9 Improving business continuity management -- Pt. 2 :
The BCM manual -- Templates -- Appendices.
Summary "It is intended that this handbook be
used by any size or type of organisation - from large multinationals to small
businesses, not-for-profit agencies and government agencies - that has
identified the requirement for, and merit of, developing effective business
continuity management processes. However, some recommendations may be more
appropriate to some organisation types than others." -- p. ii.¬
Author Wilson,
Bascombe J.
Title Adapting the incident command system to manage
business emergencies
Publication
2001
Citation IAEM Bulletin, Vol. 18 (7), July 2001, pp.
15-16
Summary When people lose their homes in a disaster, it
is indeed tragic. But even more lives can be shattered when businesses close
their doors, taking with them jobs and a community's economic lifeblood. Nearly
half of all companies that suffer a major disaster do not reopen. Of those that
try to recover, many will be bankrupt within two years. And if a business loses
its data center along with vital recored, it has less that a 10 percent chance
of survival. Business managers improve their chances of survival by making
better decisions before, during and after emergencies.
Author
Jennings, Michael
Title The benefits of emergency notification
systems
Publication
2002
Citation Disaster recovery journal, Vol. 15, No. 4, 2002,
pp. 54-55
Summary Due to the an overloaded system and damage to
the communications infrastructure during the 9/11 attacks, many continuity
plans were delayed or altered because of the lack of adequate communications.
The need for redundant and effective communications has been an ongoing theme
since the terrorist attacks. According to a Gartner report "those within
the agency responsible for BCP must document and regularly update a broad range
of contact information, including home, office, vacation home and mobile
telephone numbers, work and personal e-mail addresses and paper numbers
Author Roden,
Kevin
Title Building a business case for disaster
recovery planning.
Publication
2004
Citation Disaster Recovery Journal, Vol.17 No.3,
Summer 2004, pp.76-77.
Summary Managers who are responsible for getting
businesses up and running after a disaster are faced with a truly heroic
challenge – especially since they are often faced with limited or no budget to
accomplish this task. Financially justifying requests to senior management for
the funding of disaster recovery planning and testing can prove a difficult
task.
Author Hwang,
Peter Lichtenthal, J. David
Title Anatomy of Organisational Crisis
Publication
2000
Citation Journal of Contingencies and Crisis
Management, Vol.8(3), September 2000, pp.129-140
Summary As the business environment gets more complex,
the crises faced by management are more frequent and, potentially, more
devastating. Previous research on crises looks at specific cases, typologies
and definitions of crises. This paper argues that crises are better understood
through the way they develop. Based on the theory of punctuated equilibria in
biology, two types of crises are proposed: abrupt versus cumulative. An
organising framework based on a punctuated equilibria view of crisis is
presented. In addition, the key concepts and mechanisms of the framework that
provide management with a broadened view for coping with the ubiquitous nature
are discussed.
Author Wilson,
Bascombe J.
Title Adapting the incident command system to
manage business emergencies
Publication
2001
Citation IAEM Bulletin, Vol. 18 (7), July 2001, pp.
15-16
Summary When people lose their homes in a disaster, it
is indeed tragic. But even more lives can be shattered when businesses close
their doors, taking with them jobs and a community's economic lifeblood. Nearly
half of all companies that suffer a major disaster do not reopen. Of those that
try to recover, many will be bankrupt within two years. And if a business loses
its data center along with vital recored, it has less that a 10 percent chance
of survival. Business managers improve their chances of survival by making
better decisions before, during and after emergencies.
Title: Business continuity management : : keeping the wheels in motion
Publication
: Canberra : Australian National
Audit Office, c2000
Physical Description:
2 booklets in folder (87 p. :ill. ; 20 p. ill.)
Summary: This
guide has been prepared primarily for the people involved in a business
continuity project - from individual team members through to the Chief
Executive and Board. Each participant plays an important role and has an array
of responsibilities in ensuring the success of the project and continuing
validity of the plan. Successful business continuity management relies on the
expertise from within the organisation - it is the people that understand the
organisation - its business, processes and business risks. However, the Guide
does not assume everyone is an expert in the field of risk management so
describes each phase of business continuity against an accepted, generic risk
management framework. The Guide is divided into two major parts - the first
part deals with business continuity management concepts in a risk management
context; the second part identifies the processes and procedures required to be
undertaken to produce a business continuity plan. A number of supporting
pro-forma schedules, working papers and questionnaires have been prepared to
facilitate the overall process described in the Guide. These are contained in
the Business Continuity Workbook that accompanies this Guide
Author
: Koch, Reinhard,
Title
: Business continuity best practices [Article]
Publication
: 2001
Citation:
Disaster Recovery Journal, Vol.14(1), Winter 2001, pp.58, 60-61
Summary: This
article describes nine best practices for business continuity. These are
universal best practices that apply to any organization and all technologies.
Author : Gluckman, David,
Title : Continuity....Recovery [Article]
Publication : 2000
Citation: Risk Management, Vol.47(3), March 2000, p.45
Summary: Even with a clear strategy for managing risks and protecting assets, catastrophic losses can still occur. The cause of such losses may well be beyond our control, the result of natural perils, loss of key suppliers or critical machinery, environmental contamination or damage to computer equipment. This article discusses the need for a business continuity/disaster recovery program that will minimize the impact of disasters. A current, detailed and flexible plan will protect your assets and allow your organisation to survive.
Title
: Dealing with disaster : :
examining approaches for small public entities, non-profit organizations and
businesses to reduce losses and overcome the effects of extreme events / by
Laurie Johnson and Felix Kloman
Publication
: Fairfax, Va. : Public Entity
Risk Institute, [1999?]
http://riskinstitute.org/docs/dealing_disaster.htm
Contents: What
makes a disaster? -- How are disaster-related risks managed? -- Why are
disaster costs increasing? -- Why may existing disaster prevention and loss
financing programs not be enough? -- How can small localities, non-profit
organizations, and businesses deal with disasters?
Author
: Mitome, Yuko, Speer, Karen D., Swift, Billie,
Title
: Embracing disaster with contingency planning [Article]
Citation: Risk
Management, Vol. 48 (5), May 2001, pp. 18-24, 26-27
Summary: No
matter how carefully a firm formulates, implements and evaluates their
strategies, unforeseen events can make a planned strategy obsolete in no time.
The seriousness of the circumstances and its impact on an organization is in
many cases directly related to how prepared an organization is in advance..
Contingency plans are alternative plans that can be put into effect if certain
key events do not occur as expected. Whether tornadoes, hurricanes, war, death of
a CEO or increases and decreases in demand and sales, the more unpredictable
and disorderly the environment is, the more likely it is that companies will
have to rely on these alternative courses of action. In a global business
environment fraught with dynamic change, the question remains: why is the
ability to plan for uncertain future events not considered a key element of
strategic management in more companies?
Author
: Gordon, Colleen,
Title
: How to cost justify a business continuation plan to management [Article]
Publication
: 2000
Citation:
Disaster Recovery Journal, Vol.13(2), Spring 2000, pp.26,28,30-31
Summary: This
article discusses the benefit of having a business continuation plan to protect
valuable information. It also discusses the business impact analysis which can
be used to address all types of disaster situations, including fire, power
outages, sabotage and political instability such as rioting or war.
Author Handmer,
John
Title Are Emergency Services becoming private?
Publication
2000
Citation Australian Journal of Emergency Management,
Vol.15No 3, Spring 2000, pp.42-45
Summary This paper examines privatisation from the
perspective of emergency services. It suggests that the sector is becoming
increasingly private by default as the concept of emergency planning expands to
include economic health, business continuity planning and community safety -
and as other organisations on which emergency services rely become private or
contract out services.
Subject
Privatization
Emergency Management Terms Emergency services
Author Hiles,
Andrew.
Title Business continuity : best practices :
world-class business continuity management / by Andrew Hiles, FBCI.
Edition 2nd ed.
Publication
Brookfield, Conn. Rothstein Assoociates Inc., c2004.
Physical Description xxii, 268 p. : ill., tables ;
Note Includes bibliography p. 257-260.
Contents Business continuity road map : introduction
-- 1. Project initiation and management -- 2. Risk evaluation & control --
3. Business impact analysis -- 4. Developing continuity strategies -- 5.
Emergency reponse & operations -- 6. Developing & implementing the BCP
-- 7. Awareness & training programs -- 8. Maintaining & exercising the
BCP -- 9. Standards and guidelines.
Summary "This book is a guide to implementation
of World-Class Business Continuity Management within an enterprise. It may be
used as a step-by-step guide by those new to Business Continuity Management or
dipped into by the more seasoned professional for ideas and updates on specific
topics. There is no absolute "right way" to perform business
continuity management b1s although there are plenty of wrong ways. Business
Continuity is not rocket science: it is applied common sense. Yes, experience
helps, but it is no mystic art. This book makes the processes transparent and
provide the reader with everything necessary to do the job. Many examples are
provided throughout this guide: these all have their roots in real cases and
real organizations, and come heavily laden with pragmatism. Over fifteen years
of business continuity experience in environments large and small, public and
private, has gone into developing the methods described. Your own "right
way" for business continuity management means picking, matching and
tailoring from the cases and examples provided and combining these with
existing best practice within your organization." --BOOK JACKET.
Author
Chandler, Robert C.
Wallace, J.D.
Title Business continuity planning after
September 11.
Publication
2004
Citation Disaster Recovery Journal, Vol.17 No.3,
Summer 2004, pp.24-28.
Summary The disastrous terrorist events of Sept. 11,
2001, were watershed moments for the disaster recovery field. Obviously, the
events brought infamy and attention to the fundamental need for crisis
management and disaster recovery planning. For some, the terrorism attacks
brought new corporate focus and resources for planning. Most certainly, Sept.
11 began to change both the way we plan and the specific aspects of our
disaster recovery planning.
Internet Site http://www.drj.com
Author No
author cited
Title Code to corner the complacent
Publication
2000
Citation Australasian Risk Management, Vol.10(8),
2000, p.12
Summary Organisations that have no risk management
programs in place will face potential liability under changes to Australia's
Commonwealth Code. This article discusses the new code
Author Devlin,
Edward, S.
Title Coping with crisis
Publication
2000
Citation International Journal of Business Continuity
Management, Vol.1(1), Spring 2000, pp.12-14
Summary A crisis management plan is an essential part
of any business continuity strategy. This article argues that knowing how to
react to early warning signs is the surest way of guarding against corporate
catastrophe and ensuring business as usual.
Author Scanlon,
Joe
Title Crisis: A chance to restructure
Publication
2000
Citation The Canadian Journal of Emergency Management,
Vol.2(4), October-December 2000, pp.10-12
Summary Disasters are often seen soley as events that
bring damage and destruction, injury and death. But they can also be events
that bring incredible opportunities for innovation and change. This article
focuses on recovery as it applies to industry, however, many of the same
opportunities face communities hit by destructive events.
Author Dynes,
Russell R.
Title Finding order in disorder : continuities in
the 9-11 response.
Publication
2003.
Citation International Journal of Mass Emergencies and
Disasters, Vol. 21(3), November 2003, pp. 9-24.
Summary The events of September 1lth in the United
States prompted speculation about the capacity of modern societies to deal with
such collective traumas. Here, comparisons are made to past situations,
primarily Hamburg after intensive bombing in 1943. Such comparisons indicate
immediate and persistent efforts to re-establish the continuity of social life.
Such continuity is in contrast to popular images of individual and collective
disorganization as well as the presumption that urban areas are especially
fragile. After 9/11, effective efforts were frequently attributed to American
exceptionalism. While the social sciences have a number of concepts to deal
with social disorganization, there are fewer to characterize stability and
adaptability. Illustrations of the importance of social capital and
organizational resilience in the New York case are offered. By contrast, post
9/11 discussions have often been dominated by the recycling of disaster myths,
especially the belief in widespread panic, the necessity of command and
control, and the assumption that "people" are the primary problem.
Many of those ideas have since become embedded in the implementation of
"homeland security."
Title Future safe
Publication
2000
Citation Australasian Risk Management, Vol.10(7),
August 2000, pp.1,3-5
Summary This article discusses how scenario planning
in the business environment can be used to manage risk.
Author Burrus
Jr., Robert T.
Title Impact of low-intensity hurricanes on
regional economic activity
Publication 2002
Citation Natural Hazards Review, Vol. 3 (3), August
2002, pp. 118-125
Summary Although low intensity hurricanes cause far
less structural damage than high-intensity hurricanes, these weaker hurricanes,
do impact regional economic activity through "business interruption."
Because of the strike frequencies of low-intensity hurricanes are orders of
magnitude greater than those of stronger storms, the cumulative impact of frequent
"business interruption" may be significant. Using Chamber of Commerce
survey data, it is estimated industry-specific business interruption losses for
three low-intensity hurricanes striking the Wilmington, N.C. region. The
average per-storm regional impacts of business interruption including direct,
indirect, and induced impacts, are equivalent to between 0.8 and 1.23% of
annual regional output, between 1.11 and 1.63% of regional employment, and
between 1.21 and 1.81% of annual indirect business taxes. While these per-storm
losses may appear small, the high strike frequencies of low-intensity
hurricanes produce a cumulative (in expectation) impact equivalent to a
high-intensity hurricane strike causing approximately $3.7 billion in damage.
Author Harvey,
David
Title In times of disaster it is quite a
balancing act
Publication
2002
Citation Disaster recovery journal, Vol (No. 4), 2002,
pp. 48-50
Summary Since 9/11, the issues of business
interruption and recovery have been brought to the forefront for both corporate
and emergency response organisations. What has become evident is the need for
corporate leaders to develop comprehensive all-hazard emergency plans that rise
above simple business continuity/data protection procedures.
Author Reshaur,
Lisa, M.
Luongo,
Richard, P.
Title Lessons in business continuity planning: :
One hospital's response to a disaster
Publication
2000
Citation Disaster Recovery Journal, Vol.13(2), Spring
2000, pp.12-13
Summary This article examines how Carilion Roanoke
Community Hospital coped in an emergency situation when dealing with a fire
located in the hospital's main power switch room. The article reviews how
hospital employees reacted and what lessons they learnt from this event and how
thier experiences can help other hospitals prepare for a similiar emergency.
Title The mitigation-quality-performance
connection : an integrated approach / by Stephen B. Baruch, Merle E. Baruch
Publication
[Los Altos, Calif. : Stephen B. Baruch & Associates, 2000]
Physical Description 20 p.
Note Spiral
binding
Note Includes bibliography (p. 9-10)
Summary This paper summarised an innovative approach
that could be beneficial for people in the business continuity
(mitigation/contingency Title NFPA 1600
: standard for disaster/emergency management and business continuity programs /
prepared by the Technical Committee on Disaster Management
Edition 2000
ed.
Publication
Quincy, Mass. : National Fire Protection Association, 2000
Physical Description 18 p.
Note
"issued by the Standards Council on January 14, 2000, with an
effective date of February 11, 2000, and supersedes all previous
editions."--T.p.
Note Includes bibliography (p. 13-17) and index
Summary This standard establishes a common set of
criteria for disaster management, emergency management, and business continuity
programs. It aims to provide those with the responsibility for disaster and
emergency management and business continuity programs the criteria to assess
current programs or to develop, implement, and maintain a program to mitigate,
prepare for, respond to, and recover from disasters and emergencies. planning), quality and performance
improvement field. It is based on the results of a detailed analysis conducted
by the authors. Organizations, the authors assert, can reduce their costs,
risks, and vulnerabilities, including environmental impacts, through the
integration of three presently utilized frameworks.
Author
Tomkinson, Andy
Title People power
Publication
2000
Citation International Journal Of Business Continuity
Management, Vol.1(1), Spring 2000, pp.15-18
Summary Even when a company has a business continuity
strategy in place, it may well have neglected one of the most important factors
influencing its success - the people it employs. This article suggests that
businesses should weigh up their human as well as non-human resources.
Author Sarre,
Rick
Doig, Meredith
Title Preventing disaster by building a
risk-prevention ethic into corporate governance
Publication
2000
Citation The Australian Journal of Emergency
Management, Vol.15(2), Winter 2000, pp.54-57
Summary The recklessness, or reckless indifference, of
corporate entities often cause disasters. It is certainly the case that modern
corporations and business enterprises are bound by strict legal
responsibilities that require them to operate in a safe fashion. In this paper
the authors show how corporate entities can and should employ principles of
corporate social responsibility in framing their organisational culture. The
task of lessening the risk of corporate irresponsibility may best be achieved,
they conclude, in linking social responsibility as a fundamental principle of
corporate governance.
For more theory and case studies on: http://expertresearchers.blogspot.com/
For Premium Academic and Professional Research: jumachris85@gmail.com
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