Justify a business-continuity plan by forecasting losses that will occur if disaster strikes and there is no such plan.
See also IT Sneezes, Business Catches a Cold The words “disaster recovery” brings to mind events such as Hurricane Katrina, 9/11, and the BP oil spill. But even if nothing of national consequence goes wrong on your watch, localized problems — fires, floods, ice storms, power outages, tornadoes, even workplace violence — can be real disasters for any given enterprise. In The Disaster Recovery Handbook: A Step-by-Step Plan to Ensure Business Continuity and Protect Vital Operations, Facilities and Assets (Amacom/Available now), authors Michael Wallace and Lawrence Webber show why companies need to be proactive in coming up with disaster plans. IT plays a critical role in such efforts. Employees may scoff or chafe at the effort, but an effective process allows organizations to essentially plan for anything, enabling their departments to continue operations as seamlessly as possible. Wallace is vice president of consulting services at Result Data, an IT strategy, business intelligence and disaster-recovery consulting firm. Webber is a certified project manager (CPM) and Master Business Continuity Professional (MBCP). For more about the book, click here.
Dennis McCafferty is a freelance writer for Baseline Magazine.
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