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The Informational Update is a supplemental twice weekly e-newsletter published by Disaster Recovery Journal. We have added this to inform our readers of exciting Informational Offerings that many service providers have available.
- Industry White Papers
- Industry Surveys and/or Research
- Free Seminars or Webinars
- Sample Downloads or Plans
- Free Analysis or Benchmarking
- And More
The plan is simple. Promote an informational offering (white-paper, free webinar, survey, etc.) and sit back and watch as your site receives hit after hit. On average, 1,000 people visit the sponsoring vendors site after receiving the Informational Update.
$5,000 per email blast.
500 pixels x 100 pixels, JPG or GIF image, animation available. Company logo may also be included. ~150 word description explaining the free informational offer.
Twice Weekly – Materials due one week prior to mailing. Mails every Tuesday and Thursday.
DRJ's 2010 Advertising Opportunities Kit Now Available
The kit contains detailed information about print, online, show and other advertising opportunities available through Disaster Recovery Journal news products and services.
The premier magazine dedicated to business continuity, Disaster Recovery Journal reaches more than 58,000 corporate executives and business continuity planners around the world. Our readers are industry leaders and decision makers who are involved in the growing industry of business continuity.
Disaster Recovery Journal gives business continuity professionals the insight, information, and inspiration they need to make smarter decisions concerning the overall protection of their organization.
Total Print Circulation: 58,000
Email Circulation: 51,000
Online Unique Monthly Visitors: 64,000
Registered Online Users: 138,000
The past decade has seen a gradual move by telephone companies to replace copper wire with fiber optics as a communications medium. This approach is based on a desire to reduce life cycle costs and maintenance, as well as to provide a platform for other services that take advantage of fiber. Fiber's major performance advantage is that it provides a much broader bandwidth than copper cable. A single fiber cable can handle thousands of telephone conversations or many cable TV channels. Therefore, telephone companies are anxious to bring fiber cable to the "curb," that is, distribute it throughout residential and industrial neighborhoods for future use. Some telecommunications companies have already deployed fiber cable for this purpose.
A paper from the 9th International Symposium on Subscriber Loops and Services, "Fiber to the Customer: Real World Constraints and Dependable Solutions," covers the subject from a power quality viewpoint. Authored by R. Rando, G. E. Strohl, J. Tardy and R. M. Wozniak of AT&T Bell Laboratories, the paper covers the subject as described by its title.
The authors note that fiber technology has brought with it a new element, the ONU, or Optical Network Unit. The ONU is part of what is referred to as a Distant Terminal (DT) located on a curbside pedestal. The DT includes the ONU, power apparatus, batteries and the Drop and fiber connections.
With copper-based transmission, power for the telephone service originates in the telephone exchange. In contrast, with a fiber optic system the curbside ONU must always be powered. There are two ways to power the ONU: locally, from available individual sources or from a shared central source (called network powering, or NWP). The major difference between the two approaches is in the location and dependability of the energy source. Regulatory agencies, local electrical codes and a practical operating system, along with the average and peak power demands of the DT limit the DT's powering alternatives.
A telephone standard and the National Electric Code (NEC) limit the amount of source power for the distribution wiring in communication circuits. Both codes define and classify voltage levels and protection rules for these circuits.
One local powering approach for the curbside DT is via the electric utility at 120VAC and 60Hz. An alternate approach is use of AC customer power to generate DC voltages at the living unit. Connections from the DC power source to the DT are made with the usual telephone methods. This customer-fed "back-powering" raises political questions about customer reimbursement for electric charges. It also raises issues related to availability of customer-delivered energy.
Local powering approaches require a rechargeable battery source in the event of power failure. This requires battery support elements: charger, disconnect switch, temperature sensor, heater etc.
Network powering supplies power from a central source over copper wire to the DT. This approach addresses the service continuity problem of battery reserve depletion in local powering and it also reduces the logistic/maintenance complexities associated with widely deployed battery installations. However, network powering requires considerable plant investment and operates with a lower power system efficiency. Network powering also introduces major maintenance issues for the deployment and protection of a copper network for power transmission. Plus, the addition of a copper wire with the fiber optic cable makes the communications medium more susceptible to the problems associated with lightning strikes. Adding copper wire defeats one of the reasons for going to fiber optics, namely its ability to be unaffected by lightning strikes.
Until recently (maybe 10 years ago), advanced information technologies were simply not available to emergency managers.
When disaster struck, lives and property hung in the balance while we tried desperately to keep up with events using pushpins, grease pencils, and clipboards. It was often a losing battle.
Today, of course, things have changed. We have been engulfed by the Information Revolution. Powerful new computer and communications systems are being introduced into our lives daily, and a number of which claim to support emergency management.
This sudden wealth of options, however, has not laid the technology issue to rest for emergency managers. Instead it has stirred up a whole new set of challenges.
How can you select a system or systems best suited to meet all of your needs? How can you be sure that the technology will perform if a crisis strikes today? How can you tell if it will grow to meet your future needs?
Even for those in the business of coping with death and destruction, these questions can prove intimidating.
I have spent many years discussing these topics with thousands of emergency professionals throughout the world.
Gradually, I have distilled from their comments the following checklist of attributes for an ideal emergency information system:
From its early beginnings as a research and education network, the Internet has undergone significant changes during the first half of the 1990's. Until the last few years, the Internet served mostly the academic and defense research communities.
Recently, however, there has been an enormous growth in the number of individual systems and inter-operating networks connected to the Internet. Commercial activities and the creation of the World Wide Web (WWW) are largely responsible for recent phenomenal growth rates. As the Internet population steadily increases, so to do network security threats.
A relatively new solution to these security problems is a firewall system. A firewall, in essence, is like a military compound. The compound is secure on its entire perimeter and has only one passage point.
The passage point is heavily protected by a guard who authenticates all who want to enter the compound. The passage point is the focus of administrative control. In war time, the guard may be more suspicious and heavily armed than in peace time.
When a terrorist bomb ripped through World Trade Center on February 26, the human tragedy was of immediate concern. Thousands of employees were immediately evacuated and hundreds of companies that occupied the twin towers and surrounding buildings were displaced. Later it became apparent that the businesses affected by the physical destruction were in danger of additional financial disaster
In order to maintain their businesses, companies required not only physical office space but replacement computers and communications equipment.
Authorities allowed tenants of the buildings 45 minutes to go back into the soot-infested twin towers to recover what was left. Then the Center was closed for weeks.
Of all the companies only a fortunate handful had contingency plans and successful recoveries. One of those companies was Falconwood, Brody, White & Co., a commodity brokerage firm, which held office in Building # 4, an annex of the Trade Center. They found no damage to any office equipment in their office or to the backup tapes they had in a storage vault. Office personnel were allowed to reload all records onto AS/400s at an XL/Datacomp hotsite in Ridgewood, NJ and finish work remaining from Friday.
“We alerted XL/Datacomp that we might need the use of the facility,” said Edwin Rywalt, assistant VP of computer and telecommunications services. “At 10:30 Saturday morning we formally declared our disaster and within 12 hours we were up and running again. The site had plenty of computers and office space. As a result we were able to continue business without interruption.”
With the use of call forwarding, Falconwood re-established their communications network. All incoming calls were rerouted from the phone company to the hotsite, instead of directly to their offices in the Trade Center. With offices in nine other cites in the U.S. and thousands of clients communication lines are as crucial to their business as computer records.
Fortunately there was very little employee trauma.
“Obviously, there was a great rush of adrenaline,” said Rywalt. “We have a lot of talented people here (at Falconwood) who knew what needed to be done. Everyone stayed on an even keel and we got the job done.”
Falconwood operated completely out of the hotsite for the first four days after the disaster and continued data processing operations for another 24 days.
Rywalt said, “We had tested our recovery plan about four or five five times over the past two years and found nothing wrong with it. I felt we had prepared in the best way possible for whatever the outcome.”
This article adapted from Vol. 6 #2.