Business recovery and contingency planning are frequently utilized terms where the requirements are normally misunderstood and, without exception, never completely implemented. At my company, contingency planning responsibilities are currently unique by site, and further separated by category or function – i.e. information technology requirements are developed and exercised completely separate from facilities. Personnel bereavement and emotional issues have not been considered a part of the business contingency planning strategy. The events of Sept. 11, 2001 proved that most contemporary plan’s primary inclusions are items such as corporate infrastructure, major IT data centers, hardware and extensive facility planning. All obviously of crucial importance in recovering a disaster riddled business. We now realize these make up only a part of the overall recovery pie. We must expand upon the obvious paradigm and think outside the proverbial box to establish total business impact, and ultimate recovery, in such situations.
Contingency Planning Should Have Been ObviousWritten by Dan Perry, CBCP
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