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Understanding the role of prevention You can’t prevent either natural disasters or man-made disasters. However, you can somewhat control the impact that a disaster has on your organization’s operations by reducing the disaster’s impact on the business. In disaster recovery planning, prevention means enacting measures in advance that lessen or eliminate the effects that a disaster can have on critical business processes. Here are some examples: ߜ Emergency power: An organization may be able to mitigate the effects of a disaster by investing in emergency power generation equipment that can produce electricity, even when public utilities are unavailable for several days or longer.
Vulnerabilities are weaknesses that contribute to the likelihood that an event such as a flood or earthquake will result in a significant outage. ߜ Mitigating steps: For each vulnerability you list, cite any measures that you can take to reduce that vulnerability. The risk analysis takes quite some time to complete, even for a smallerorganization that has only a handful of critical business processes. You may be able to take a shortcut in the risk analysis: Instead of developing a list of all disaster scenarios for every business process, you may want to list all scenarios for each business location.
You need to take care of a number of steps before you can begin a DR project, as I discuss in the following sections. Gaining executive support DR projects are disruptive. They require the best and brightest minds in the business, taking those minds away from other projects. From a strictly financial perspective, disaster recovery planning doesn’t provide profitability, nor should you expect the organization to become any more efficient or effective (although both can happen). You may find selling the idea of a DR project to management difficult.
A Six-Part Study Guide To Market Profile