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- Have management communicated that disaster recovery is not a tactical IT project but as a strategic IT asset.
- Create a disaster recovery and business continuity process that is integrated into the organization
- Allocate costs associated with the disaster recovery business continuity plan as part of the base overhead so that costs are distributed across the entire organization
- Treat disaster recovery and business continuity as "mission critical" for cost and staff allocations
- Establish metrics for the process and timing of recovery events
- Test the plans at least once every six months or whenever there is major enhancement to the enterprise's computing or operational infrastructure
- Monitor how other enterprises and your competitors are faring after and event occurs
- Quarterly review you media communication protocol for who says what when to whom when an event occurs
- Pool your assets and personnel to provide resilience capabilities for interconnected systems or collaborative technologies such as payments or check processing.
- Test the back-ups (at least quarterly) so that what is taken is what is needed for recovery and that it meets your recovery performance metrics.
- Strategy and Charter Statement of Authority - Includes not only CIOs but also an IT Management Council (Steering Committee) and functional group leaders.
- IT Management Structure - Organizational approaches, roles and responsibilities for both centralized and de-centralitized organizations.
- Compliance - Objectives and responsibilities for IT, users, and auditors
- Personnel Practices - Everything in the employment life-cycle
- ERP and Omni Commerce - Strategy and best practices defined
- Controls - Definition of types and risk analysis
- Application Development Standards - Includes quality assurance requirements
- Backup and Recovery - Strategy and process alternatives
- Disaster Recovery and Business Continuity - Includes critical function analysis
- Security - Road map to how and what including appropriate management actions
- Access Control - Including separation of duties and definition of least privilege
- Server and Data Center Facility Requirements - Best practices to protect the physical assets
- Technical Guides including: HIPAA Audit Program; ISO Security Audit
Checklist; CIO job description; Security Management Compliance Checklist; and
much more.
Chief Data Officer plays a key role in Disaster Recovery Planning
DRP Template and Security Manuual Template
Chief Data Officer establishes the framework for Disaster Recovery and Business Continuity Planning
CDO is responsible for the adoption and operation of data across the entire business. As with most senior executive titles, the responsibilities are set by the organization's board of directors or other authority, depending on the organization's legal structure. The CDO is responsible for user data experiences across the entire enterprise and its operations.
For the CDO, data assets are the focal point for standardization within the enterprise. As such, it is extremely important to the enterprise's current and future business operations. The Chief Data Officer (CDO) ensures the continued success of these areas while simultaneously minimizing costs and maximizing equipment and employee performance.
Disaster Recovery Best Practices
CIOs and management executives say they have disaster recovery and business continuity under control
Best Practices - Top 10 - Janco has found that successful organization typically follow or have implemented these 10 best practices.
IT Governance Infrastructure addresses DR/BC
IT Governance offering helps to implement Best Practices
The template covers everything from the basics to the organizational inter-relationships. Included in the template are:
Order IT Infrastructure Policies Download Selected Pages
Defining Maximum Tolerable Period of Disruption (MTPOD)
Disaster Recovery Business Contuintiy RTO and MTPOD
Maximum Tolerable Period of Disruption (MTPOD) became an issue with the introduction of British Standard 25999-2. When applied correctly, MTPOD improves management's understanding of the disaster recovery business continuity program and clarifies the enterprise's recovery priorities.
Cure for Business Growing Pains - Hire the right people
Best Practices for Recruiting and Hiring
A growing business is a successful business, but it comes with its own set of complications. Growing pains can arise from new employees, added roles and responsibilities, and a premium on office space.
onder for a moment the last person you hired. After you selected them, did they work out as intended? Or did they turn into somebody totally unlike what you thought when you interviewed them?
The most important aspect of any business is recruiting, selecting, and retaining top people. Research shows those organizations that spend more time recruiting high-caliber people earn 22% higher return to shareholders than their industry peers. However, most employers do a miserable job selecting people. Many companies rely on outdated and ineffective interviewing and hiring techniques. This critical responsibility sometimes gets the least emphasis.
