March 17, 2005© Gerald Isaacson 2005 Emergency Management Planning Business Continuity IT Partners.
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Transcript of March 17, 2005© Gerald Isaacson 2005 Emergency Management Planning Business Continuity IT Partners.
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March 17, 2005 © Gerald Isaacson 2005
Emergency Management Planning Business Continuity
IT Partners
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
A few definitions to get started:
… a “disaster”• The cake I was baking to bring to Xmas dinner• He lost a laptop with the only copy of his thesis• She lost her research and papers in the lab fire• Payroll system failed the day before payday• Asbestos released in a dorm renovation• The death of a student• The Northeast blackout• The recent tsunami
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
… a “disaster”
is an event, often unexpected, that seriously disrupts your usual operations or processes and can have long term impact on your normal way of life or that of your organization.
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
A few definitions to get started:
… RTO [Recovery Time Objective]
the point in time when you must have at least the critical aspects of your business operational again.
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
A few definitions to get started:
…RPO [Recovery Point Objective]
The last copy of your data that is out of harm’s
way – hopefully it is recently current.
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
A few definitions to get started:
… Business Continuity Planning
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
… it’s not rocket science
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
… it is:• a process to minimize the impact of a major
disruption to normal operations• a process to enable restoration of critical
assets• a process to restore normalcy to MIT as soon
as possible after a crisis.
… it is not just:• recovery of information technology resources
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
… and it is the phase of crisis management that follows the immediate actions taken to protect life and property and contain the event
… it begins when the situation has been stabilized.
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
… and it is now a national standard for both the public and private sectors
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
An ECAR report in March of this year, from Baylor Medical Center and the University of Houston, in the aftermath of hurricane
Allison, posed the following list of questions to ask to determine your
resilience to a disaster.
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
ECAR Research Bulletin Mar 1 2005
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
An ECAR report in March of this year, from Baylor Medical Center and the University of Houston, in the aftermath of hurricane
Allison, posed the following list of questions to ask to determine your
resilience to a disaster.
The answers constitute your Business Continuity Plan
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
The Risk Matrix
CHANGE
SOMETHING
IGNORENORMAL
PROCEDURES
PLAN
IMPACT
HIGH
LOW
PROBABILITYLOW HIGH
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
BOMB
MISC
ENVIRON
DATA
SOFTWARE
CIVIL
TELECOMM
FLOOD
HURR
EARTH
TORNADO
LIGHTNING
HARDWARE
Source: Gartner Group and Comdisco
Network Operations Disruptions
Power
Hardware
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
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April 19, 2005 © Gerald Isaacson 2005
Mt. St. Helens – May 1980 – new threats arise
Business Continuity Planning
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
It’s different now….
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
© ECAR Research Bulletin Mar 1 2005
…but we still have the usual concerns
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
• When is it a Crisis?
Continuity Continuum
Minutes Hours Days Weeks
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
• When is it a Crisis?
Continuity Continuum
Minutes Hours Days Weeks
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
• When is it a Crisis?
Continuity Continuum
Minutes Hours Days Weeks
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
• When is it a Crisis?
Continuity Continuum
Minutes Hours Days Weeks
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
A crisis timeline --
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
Alarm Notification to First Responders
Data center fire
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
Activate the Emergency Operations Center
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
IT decision to move to a backup facility
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
Assemble IT recovery team at appropriate sites
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
Obtain backup tapes from off-premises storage
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
Acquire and install backup hardware and network connections
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
Restore Operating System and Network
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
Reload database and other data
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
Restore Critical Applications
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April 19, 2005 © Gerald Isaacson 2005
Restoration of Critical Processing
Business Continuity Planning
Begin Critical Processing -
This is your Recovery Time Objective (RTO)
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Recovery Time Objective (RTO)
Do you measure it in hours or weeks?
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Recovery Time Objective (RTO)
Do you measure it in hours or weeks?
When do you need to start to reach it on time?
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Windows are Closing
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Increasing dependencies on electronic capabilities to do your job have shortened
the recovery timeframe.
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Increasing dependencies on electronic capabilities to do your job have shortened
the recovery timeframe.
This often leads to a disconnect between user’s expectations and the organization’s
ability to meet them.
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
© Lucent technologies
Move toAlternate Site
ReturnHome
ResumeBusiness
Data Synchronization
Restore Technology Capability
Restore Communications
Restore Business Functions
NotificationsVital Records
Lost Data
Data Recovery Objective
Recovery Time Objective
(If necessary)
High Level Look at a Recovery Effort
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Continuity Plan Development Phases• Understand the need
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Continuity Plan Development Phases• Understand the need
• Define the risk to the DLC and define the level of criticality
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Criticality Levels
• Category I Must be up in hours
• Category II Must be up in days
• Category III Must be up in weeks
• Category IV Can wait till operations are normal
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Continuity Plan Development Phases• Understand the need• Define the risk to the DLC and define the level
of criticality
• Give an individual responsibility and authority for overall planning
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Continuity Plan Development Phases• Understand the need• Define the risk to the DLC and define the level
of criticality• Give an individual responsibility and authority
for overall planning
• Ensure that organizational units – accounting, facilities, residential life, laboratories, etc. understand their individual responsibility for recovery of their operations.
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Continuity Plan Development Phases
• DLC’s develop their FARM (Functional Area Recovery Management) teams
• The Business Continuity Planning Team – (BCMT) consists of FARM Team Coordinators
• The BCMT is represented at the MIT Emergency Operations Center (EOC)
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Continuity Plan Development Phases
• Put together the recovery team
• Document the Plan
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
The Table of Contents from the TLO FARM Team Plan
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
• Key Plan Components– Contact list – up to date
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
• Key Plan Components– Contact list – up to date
– Resources needed – not just computing
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
• Key Plan Components– Contact list – up to date– Resources needed – not just computing
– Emergency procedures
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Continuity Plan Development Phases
• Document the plans for each department, lab or center
• Use a common template or framework• Plan review by Business Continuity
Management Team (BCMT) and Information Systems & Technology
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Continuity Plan Development Phases• Test, test, test
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Simulation Testing – MIT’s Central Utility Plant
• On an August afternoon, a fuel line rupture in the Central Utility Plant results in a fire.
• When the sprinkler system operates, the ensuing flood creates a hazardous waste issue due to the oil and ACM.
• The sprinkler operation also operates protective disconnects and the power is shut down.
• There have been 5 injuries of CUP workers because of this incident.
• After about 4 hours it is determined that the CUP’s clean up and return to service will take at least 24 hours, and the 80% of the campus that the CUP serves will remain without power.
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Continuity Plan Development Phases
• Test, test, test
• Maintain the plans – a very difficult process but critical to the long term viability of any plan
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
What’s next?
• Who should we be talking to in your area?
• Who should we be talking to who is not here?
• Any overall concerns about the project?
• Any specific concerns that we should be addressing?
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April 19, 2005 © Gerald Isaacson 2005
Business Continuity Planning
Gerald Isaacson, CISSP William McShea, CFPS
[email protected] [email protected]
617 253-1440 617 253-9491
32-013 32-013
web.mit.edu/bcmt http://web.mit.edu/environment/ehs/