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Strategic Planning and Business Continuity and Disaster Recovery Plans

Running head: BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 1
Business Continuity and Disaster Recovery Plans
Course
Institution
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 2
Contrast And Comparison Of A Business Continuity Plan Verse Strategic Plan.
Business continuity planning is a complete planning process that recognizes the potential
effect that threatens a business, ensures an efficient response, provides an outline for
constructing resilience and protects the interests of its major brand, reputation, stakeholders, and
value. According to Cervone (2017), disaster recovery and business continuity plans are as
essential as marketing and business plans. Unlike the marketing and business plans, t disaster
recovery and the business continuity plans offer detailed strategic plans on how the corporation
will continue to exist after severe business disasters and interruptions. From Levy, Yu, and
Prizzia (2016) argument, disaster recovery plan rests in the key of the BCP. They added that
disaster recovery plan focuses on the actions that happen during and proximately after the
disaster. As a result, DRP identifies communication schedules, safety procedures and existing
procedures for the customers and staff. Its efforts to keep the business and workers organized so
that the corporate can recommence as early as possible. Also, it outlines the responses and
reactions that will help in decrease business loss and prevent injury.
Strategic planning is a business managing action that is purposively used to reinforce
operation, set main concern, focus assets and energy, make sure that other stakeholders and
workers are working towards a general goal, create an agreement about envisioned outcomes,
and adjust and assess the business's direction in response to a fluctuating environment. From
Sahebjamnia, Torabi and Mansouri (2015) point of view, the strategic plan is a disciplined
determination that produces important actions and decisions that guide and shape what a
business is, what it does, who it serves, and the reason why it does it, with the future focus.
Likewise, Torabi and Mansouri (2015) maintains that effective strategic planning articulates
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 3
where the business is moving and the activities required to put progress as well as how it will
know when it is successful. Consequently, the purpose of a strategic plan is to outline the overall
aims for the business and a plan for their attainment (Cervone, 2017). Thus, the reason for
strategic planning is to be in agreement on a manner to advance the organization’s long-term
performance.
On the other hand, the main purpose of business continuity planning is to encompass
planning for the overall corporate interruptions, irrespective of the cause. Sahebjamnia, Torabi,
and Mansouri (2015) mention that the goal of a business continuity plan is to focus on long-term
and short-term aspects that might affect the corporate’s recovery. Consequently, it describes the
company’s flow of business, identifies the functions that are crucial for the Commerce's survival,
provides financial decision-making and emergency procedures for the organization and describes
the steps that the corporate will take to normalize its operations.
In general, a goal is a result, a specific target, something to be anticipated. It is a critical
step in attaining the vision of the business. In comparison, the strategic planning and business
continuity plan context a goal is the destination where the corporation wants to be within a
particular period. For instance, a goal for a health care organization maybe to be the best
healthcare provider in the region (Rodger et al., 2015). Hence, the business might set many goals
that will framework a path to realizing the vision. Similarly, the objective of a strategic plan and
business continuity plan is a measure of change to lead the accomplishment of the goal. The
realization of any goal might need objectives to be reached. While an object is a measure of the
improvement that is required to obtain to the destination, as a goal is an explanation of a target.
Advantages and pitfalls related to Business continuity plan.
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 4
When it comes business continuity plan, Customer Service Support and Uninterrupted
Operational is the first advantage. A key priority for entire outsources providers to provide to
their customers with a constant service that is uninterrupted by unexpected events (Rodger et al.,
2015). Often disastrous and unplanned events can have the main effect on effect features of each
business. The capability to provide customer service support and uninterrupted operational can
only be attained if a business implements effective business continuity plan. When an
organization is capable of identifying and establishing the effect proficient reaction plan, it
comes to be easy to make legitimate choices in a restricted amount of time (Snedaker 2013).
Therefore, this is an important advantage in the outsourcing organization as several customers
will factor efficient business continuity plan in building their purchasing decision.
Subsequently, minimizing or avoiding the loss of organization revenue is another
advantage associated with BCP. Levy, Yu, and Prizzia (2016) claim that when a corporation is
not able to work, it has a direct effect on the revenue produced. Likewise, when a business is
capable of determining the impact and the risks of a catastrophic event, they are as well able to
recognize the prospective financial exposure. As a result, this offers a much required financial
overview and generates the capacity to minimize and inhibit financial loss.
Finally, BCP is also associated with the benefit of cultivating client confidence. From
Cervone (2017) viewpoint, building stronger clients relations requires credibility and trust.
Taking into account the fact that several of Mind Pearl's customers have undergone through their
crisis circumstances and it has been for the period of those moments when mind Pearl's ability
and flexibility to backing the consumers, has assisted generate that positive stage of
dependability and trust. Therefore, an effective business continuity plan positions a business as
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 5
an ‘outsourcer of decision’ and positively impacts a business’s confidence in their selection of a
partner.
In business continuity planning, no disaster experience plan is a pitfall. A business plan
written by persons lacking disaster experience can be ruined from the beginning. Snedaker
(2013) notes that when the organization does not make the right assumptions, there will be
wrong conclusions. However, according to Levy, Yu and Prizzia (2016), detailed plans may fail
BCP since plans are not planner's manuals for the business, on the other hand, a guidance to the
staff and managers on what role are to be accomplished, and in which order. Accordingly, failure
or little testing of plans may as well cost a corporate. This is because plans are frequently
inscribed and distributed to administrators or placed on a shelf with little or no testing. From this
point, it is important for the businesses to know that a plan is just a collection of words if it is
untested.
An unrealistic expectation is the first pitfall that is linked with BCP. Many plans in
organizations are made expecting that internet, phone lines, power, and roads will be open, and
water will all be working. These plans are inscribed anticipating that everybody will turn up for
work, workers will not have damage at home, take good care of families and will not be stressed
(Cervone, 2017). However, to get a solution for this, as a business create a plan it should take
away some of the items stated one at a time, and then in sets. Hence, planners need to ask what
to do when power and Cell phones are out? If the community is out of reach, then a person may
have to wait until the restoration of these services.
Focusing on a wrong thing is also connected to BCP failure. For example, when a
person’s work is to backup servers each night. Then, that is not a business continuity plan but a
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 6
fractional information technology plan. Those the person needs to concentrate on personal and
working facilities (Snedaker, 2013). Likewise, he/she needs to know how to communicate with
workforce during or after a disaster. Conversely, to solve this, an employee needs to prepare
survival supplies and educate staff on disastrous events.
The disaster recovery and business continuity planning are at the look of organizations in
the Information Technology globe. The Wide Area Networks primary role in most business
fields is to generate an accessible imperative information technology and network managers all
over the world to accelerate their devise workable business continuity plans and network
infrastructure. Electronic Medical Records System (EMR) contains several a load balancer, a
database server, and application servers which issue the burden across the various application
servers (Sahebjamnia, Torabi, & Mansouri, 2015). When a server declines to function, the load
balancer directs traffic to alternating servers in the group. For business continuity and disaster
recovery, the organization’s database is backed in a real period to the database backup server of
the business.
Construction of EMR business continuity steps consists of an extensive analysis of the
disaster prevention methods, organization’s business processes, continuity requirements,
resources, data backup and information technology infrastructure (Rodger et al., 2015).
Similarly, it is the procedure of generating an inclusive document incorporating details that will
assist the company in recovering from disastrous events. On the other hand, developing a DRP
differs in the organization size, security level required and processes. As a result, there are
numerous steps involved in coming out with an effective Business Continuity or Disaster
Recovery planning for an EMR system. The main plan steps and phases are outlined as follows.
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 7
Objectives
The key objective of a DRP and BCP in electronic medical records is the description of
how business has to handle the prospective human-induced or natural disasters. From
Sahebjamnia, Torabi and Mansouri (2015) ideas, the disaster recovery plan in EMR requires that
each company incorporates as the portion of business administration to include the procedures
and guidelines to be taken for effective and efficient response to recover from a disaster
situation, which severely affects business operations and information systems. The plan steps
that are constructed well and implemented would allow the business to reduce the impact of the
disaster caused to the EMR thus resumes critical functions quickly.
Threat Analysis
When the EMR system is connected to a network, each person linked to the network
could possibly get access, thus improving the chances of medical data being revealed to a third
party. On the same note, in case a third party enters the network unlawfully, the destruction
would be expanded (Levy, Yu & Prizzia, 2016). Conversely, the demerit of banning network-
connected backup schemes should as well be considered. When the backup line was not
connected to the network, and hence medical data was not mechanically backed up, operators
would have to finish additional storage procedures and suffer extra expenses. If the information
can be delayed, data can be omitted, and information might be ruined in the process of storage.
Therefore, such conditions may threaten the efficiency, stability, and reliability of the backup
system.
Solution Designs
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 8
The documentation of the measures as to designing emergency, active backup, clearing of
site relating to nature of the disaster, notification of the linked officials, alternative location
qualifications, notice of processes to be followed while catastrophe breaks out, should all be
maintained to get solution design for EMR. It is advantageous for a business to be equipped in
advance with some disaster recovery samples so that each person in the company is better
learned on the basics (Sahebjamnia, Torabi, & Mansouri, 2015). A practical business situation
plans or continuity planning template are accessible with most information technology grounded
corporates to train workers with the processes to be followed in the occurrence of a catastrophe.
Implementation
The implementation of the EMR system can be a challenging, whether a business is a
large multi-specialty clinic or a primary care practice. Once all the components in disaster
recovery plan are tested, configured and compiled placed into production the implementation
starts. After creating necessary DR design, there should be the installation of new Itanium
servers into EMR system (Torabi & Mansouri, 2015). This configuration allows the system to be
effortlessly elastic to handle more sites and raise volumes with less effort for performance in
case of a catastrophe.
Test and acceptance
For the EMR efficiency, the dates of testing, disaster recovery condition, and strategies
for every situation should be documented. This may be scheduled to be done on records reviews
tasks accomplished activities, yearly basis, quarterly, monthly, weekly and even daily for
complete EMR documentation update and consideration. Rodger et al. (2015) highlight that the
business continuity and disaster recovery plan established in this manner should be tested for
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 9
effectiveness. To assist in that operation a test plan and strategic plan should be administered and
developed. Consequently, the outcome attained during the test should be modified, analyzed and
recorded as required. Also, companies realize the significance of business continuity plans that
make their actions continue without any interference. Thereby, disaster recovery planning is an
essential element of the day today network-based corporations having EMR that determine
business continuity and productivity.
Maintenance
Maintenance of the EMR system about the business continuity and disaster recovery
plan, involves documentation of changes, regular inspection of DRP and maintenance of the Plan
through review and updates. Snedaker (2013) claims that an enterprise assigns a disaster
recovery group in the company, which might involve in maintaining the plan, implementing and
creating the plan steps. As the primary concern, businesses create DRP templates as the
foundation for advancing organization's disaster recovery plans in the databases.
For a hospital to get rapidly to the stages of EMR, it should adopt as broadly as probably
the current information standards (Levy, Yu & Prizzia, 2016). This will aid the proper
connections of systems to offer office EMRs and hospitals with the information that the care
workers at the sites require to provide the best healthcare. For the critical health records, an
organization must solve two grand difficulties in EMR. These include the efficient capture of
physician-collected data, some of it in a comprehensible computer format as well as the
minimum identification but affordable set of parameters required to assess outcomes and quality
of care.
Ethical and Legal Issues Linked with Disaster Recovery and Business Continuity.
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 10
In business continuity planning, ethics is having the knowledge on the difference between
what is right to do in the business and what an organization has a right to do. Legal aspects that a
successful business must address in business continuity and business disaster recovery plan
include security, employment, negligence, contracts and compliance with the place of work
safety regulations and health. To begin with, disaster recovery planners are not expected to be
public prosecutors. Nevertheless, they are burdened with the duty of understanding the
vagueness and minutiae of prevailing regulatory strategies and the legal significances of their
organization’s letdown to implement an efficient DRP (Sahebjamnia, Torabi, & Mansouri,
2015). Even though no particular laws are stating that businesses should have the disaster
recovery planning, there exist a body of legal standards that can be made use of to hold
individuals and organizations liable to those affected by corporate's incapability to manage or
recover from a specific disaster (Torabi & Mansouri, 2015). The whole basis of law concerning
the growth of disaster recovery and business continuity plans is grounded on an interpretation
and civil statutes of applicability to business continuity planning.
How an organization reacts to the primary disaster may directly influence the level and
nature of liability it might experience in the occurrence's outcome, and the worth of business
assets following activities that can be taken by the civil authorities (Rodger et al., 2015).
Nevertheless, most businesses have not sufficiently considered asset protection and liability
management as a portion of their possibility planning for particular disaster happenings and,
therefore, these organizations are making themselves unprotected to potential financial loss and
litigation.
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 11
Ethical misconduct disasters seriously constitute costly hazards to the business continuity
and survival. Levy, Yu, and Prizzia (2016) reveal that interruptions of integrity cost
organizations a lot of money in recovery cost and lost sales, fines, fraudulent financial acts,
litigation, image and reputation damage. Subsequently, no business is invulnerable from these
threats. Though what most businesses are only now realizing is that integrity continuity
preparation is as well as due diligence. Thus, ethical issues should be on the strategic plan.
The legal accountability for business disaster recovery and continuity is no longer
restricted to the management corner office. Currently, new federal regulations and laws make it
everybody's concern. Torabi and Mansouri (2015) writes that homeland safety means preparing
and managing for emergencies. Likewise, businesses either get ready for the worst attack or
disasters face the consequences.
In conclusion, strategic planning and business continuity articulate where the business is
moving and the activities required to put progress as well as how it will know when it is
successful. Consequently, the purpose of the strategic plan is to outline the overall aims for the
business and a plan for their attainment. Construction of EMR business continuity steps is the
procedure of generating a whole document incorporating details that will assist a company in
recovering from disastrous events. Consequently, there are also pitfalls and advantages related to
Business continuity plan. Ethical and legal aspects that a “fruitful” business must address in BCP
and DRP include security, employment, negligence, contracts and compliance with the place of
work safety regulations and health.
BUSINESS CONTINUITY AND DISASTER RECOVERY PLANS 12
References
Cervone, H. F. (2017). Disaster recovery planning and business continuity for informaticians.
Digital Library Perspectives, 33(2), 78-81.
Levy, J., Yu, P., & Prizzia, R. (2016, January). Business continuity planning for economic
resilience in Hawaii. In Global Conference on Business & Finance Proceedings (Vol. 11,
No. 1, p. 492). Institute for Business & Finance Research.
Rodger, J. A., Bhatt, G., Chaudhary, P., Kline, G., & McCloy, W. (2015). The Impact of
Business Expertise on Information System Data and Analytics Resilience (ISDAR) for
Disaster Recovery and Business Continuity: An Exploratory Study. Intelligent
Information Management, 7(04), 223.
Sahebjamnia, N., Torabi, S. A., & Mansouri, S. A. (2015). Integrated business continuity and
disaster recovery planning: Towards organizational resilience. European Journal of
Operational Research, 242(1), 261-273.
Snedaker, S. (2013). Business continuity and disaster recovery planning for IT professionals.
Newnes.
Torabi, S. A., & Mansouri, S. A. (2015). Integrated business continuity and disaster recovery
planning: Towards organizational resilience Author-Name: Sahebjamnia, N. European
Journal of Operational Research, 242(1), 261-273.
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