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Functional Exercises : These involve the actual execution of certain tasks or processes, such as sending employees to work from an alternatesite. They are excellent for building relationships and understanding roles but may lack the depth provided by more hands-on tests. They validate specific strategies but can be resource-intensive.
Identify the potential processing impacts at the alternatesite. Determine whether a restoration at the alternatesite is necessary. Depending on when services can be restored at the primary location, it might not make sense to perform a recovery at the alternatesite.
This limits your work from home (or work from alternatesites) recovery strategy. Often this place is on a physical server at your office building, in a data center, or hosted in the cloud. It doesn’t matter were your AD server is; if your computer can’t access it, you can’t log in for work.
For example, if a gas leak across the street prevents your staff from entering your facility, and no plans have been made to enable them to work from home or at an alternatesite, you might be unable to deliver goods and services to your customers, possibly prompting some of them to switch to your competitors.)
In the exercise, we simulated the loss of the depot and simulated the staff and vehicles operating from their designated alternativesites. Therefore, the plan written was that each depot had 2-3 designated depots it would split its parcels across. The plan was great until we exercised it!
In the exercise, we simulated the loss of the depot and simulated the staff and vehicles operating from their designated alternativesites. Therefore, the plan written was that each depot had 2-3 designated depots it would split its parcels across. The plan was great until we exercised it!
Alternativesites. Personnel issues – absence or inability to get to any alternative location. Cover all the aspects of your operations that might be impacted by an outage or disaster, including: Power supply. Telephone and internet connectivity. Emergency communications. IT and other systems. Data management.
In the past, when planning tabletop exercises and full-scale drills with emergency response teams, I would pose the following questions: Do you have an alternatesite for the EOC if the current one becomes unusable? In March 2020, many emergency and incident response teams faced mandatory stay-at-home orders.
It was initially driven by a response to the London bombings by the IRA, and organisations embraced the new concept of work area recovery to ensure they had an alternativesite to move to. Until COVID-19, the loss of a building was the primary concern for business continuity.
In many countries, healthcare is under strain, and with the added complication of a cyber attack where staff can lose access to records, notes, their normal operating systems and have to divert patents to alternativesites, it is much more likely for them to make mistakes, leading to increased mortality.
In many countries, healthcare is under strain, and with the added complication of a cyber attack where staff can lose access to records, notes, their normal operating systems and have to divert patents to alternativesites, it is much more likely for them to make mistakes, leading to increased mortality. Figure 1.
Alternatesite and technology requirements (including the ability to work remotely). Availability of Standard Operating Procedures (SOPs) and manual workaround procedures for businesses processes. Identification of compliance and regulatory fines and reporting requirements.
In many countries, healthcare is under strain, and with the added complication of a cyber attack where staff can lose access to records, notes, their normal operating systems and have to divert patents to alternativesites, it is much more likely for them to make mistakes, leading to increased mortality. Figure 1.
Relocation Sites Work area recovery centers (hotels where businesses can relocate following a disruption) will be a hard sell after this crisis ends. One assumption that goes out the door is far shore alternatesites and all those travel plans. And this means a change in technology and support required.
One assumption that goes out the door is far shore alternatesites and all those travel plans. Work area recovery centers (hotels where businesses can relocate following a disruption) will be a hard sell after this crisis ends. We now need to look at enabling “work from where you are” rather than trying to travel.
Loss of Workplace : Only one primary site or location is impacted or disrupted at any time. Alternatesites & locations are not impacted and are available for recovery use. Disruption Specific Assumptions. The length of the Workplace disruption may exceed 30 days in duration. Any information/records/inventory/etc.
The developed BIA tools (in-house developed or leading BCM software platforms) could be used to streamline the process and capture the following information: inter-dependency of functions and processes (internally and externally) recovery priority of business functions, processes and IT applications availability of Standard Operating Procedures (..)
alternatesite and technology requirements (ability to work remotely). The developed BIA tools (in-house developed or leading BCM software platforms) could be used to streamline the process and capture the following information: inter-dependency of functions and processes (internally and externally).
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