Chapter 9 Business Continuity Planning and Disaster Recovery - PowerPoint PPT Presentation

Loading...

PPT – Chapter 9 Business Continuity Planning and Disaster Recovery PowerPoint presentation | free to download - id: 40f319-YWI3O



Loading


The Adobe Flash plugin is needed to view this content

Get the plugin now

View by Category
About This Presentation
Title:

Chapter 9 Business Continuity Planning and Disaster Recovery

Description:

Chapter 9 Business Continuity Planning and Disaster Recovery BCP and DR (770) An organization is dependant on resources, personnel and tasks performed on a daily ... – PowerPoint PPT presentation

Number of Views:171
Avg rating:3.0/5.0
Slides: 80
Provided by: bri9162
Learn more at: http://www.paladingrp.com
Category:

less

Write a Comment
User Comments (0)
Transcript and Presenter's Notes

Title: Chapter 9 Business Continuity Planning and Disaster Recovery


1
Chapter 9Business Continuity Planning and
Disaster Recovery
2
BCP and DR (770)
  • An organization is dependant on resources,
    personnel and tasks performed on a daily bases to
    be healthy and profitable. Loss or disruption of
    these resources can be detrimental. Causing great
    damage or even complete destruction of the
    business.
  • Business MUST have a plan to deal with unforeseen
    events.

3
BCP and DR (770)
  • Business Continuity Planning is a broad approach
    to ensure that a business can function in the
    event of disruption of normal data processing
    operations.
  • Disaster Recovery Planning is a subset of BCP.
    The goal of a DRP is to minimize the effects of a
    disaster and take necessary steps to ensure that
    the resources, personnel and business processes
    are able to resume operation in a timely manner.

4
Terms for This Chapter
  • Business Continuity Plan a document describing
    how an organization responds to an event to
    ensure critical business functions continue
    without unacceptable delay or change.
  • Business Continuity Planning Planning to help
    organizations identify the impacts of potential
    data processing and operation disruptions and
    data loss, formulate recovery plans to ensure the
    availability of data processing and operational
    resources.
  • (more)

5
Terms
  • Business Impact Analysis Process of analyzing
    all business functions within the organization to
    determine the impact of a data processing outage.
  • Business Resumption Planning BRP develops
    procedures to initiate the recovery of business
    operations immediately following and outage or
    disaster.
  • (more)

6
Terms (pg 665 ISC book)
  • Contingency Plan a document providing the
    procedures for recovering a major application or
    information system network in the event of an
    outage or disaster.
  • Continuity of Operations Plan A document
    describing the procedures and capabilities to
    sustain an organizations essential strategic
    functions at an alternate site for up to 30 days.
  • (more)

7
Terms
  • Crisis Communications Plan A document that
    outlines the procedures for disseminating status
    reports to personnel and the public in the event
    of an outage or disaster.
  • Critical System The hardware and software
    necessary to ensure the viability of a business
    unit or organization during an interruption in
    normal data processing support.
  • (more)

8
Terms
  • Critical Business Functions The business
    functions and processes that MUST be restored
    immediately to ensure the organizations assets
    are protected, goals met and that the
    organization is in compliance with any
    regulations and legal responsibilities.
  • (more)

9
Terms
  • Cyber Incident Response Plan strategies to
    detect, respond and limit the consequences of
    cyber incidents.
  • Disaster Recovery Plan A plan that provides
    detailed procedures to facilitate recovery of
    capabilities at an alternate site.
  • Disaster Recovery Planning The process to
    develop and maintain a disaster Recovery Plan
  • (more)

10
Objectives of the BCP (771)
  • The objectives of BCP are the following
  • Provide an immediate response to emergency
    situations
  • Protect lives and ensure safety
  • Reduce business impact
  • Resume critical business functions
  • Reduce confusion during a crisis
  • Ensure survivability of the business
  • Get up and running ASAP after a disaster

11
Business Continuity Planning
12
BCP Overview (771)
  • The goal of a BCP is ultimately to help a company
    resume operating of business functions as soon as
    possible after a damaging event. If you think
    about it, a BCP is really part of the larger
    security program. As such a BCP should be part
    of the security policy

13
Steps in BCP (overview) (772)
  • ISC states 5 Phases in BCP. We will outline them
    now, and detail them later.
  • Project Initialization establish a project team
    and obtain management support
  • Conduct BIA identify time-critical business
    processed and determine maximum outages
  • Identify Preventative controls
  • Recovery Strategy identify and select the
    appropriate recovery alternatives to meet the
    recovery time requirements.
  • (more)
  • .

14
Creating the BCP (overview) (772)
  • 5. Develop the contingency plan document the
    results of the BIA findings and recovery
    strategies in a written plan
  • Testing, Awareness, and Training establish the
    processes for testing the recovery strategies,
    maintaining the BCP, and ensuring that those
    involved are aware and trained in the recovery
    strategies.
  • Maintenance Maintain the plan

15
BCP Phase 1 (776)
  • Project Management and Initialization
  • In this step
  • we must solidify managements support, because
    without management support, NOTHING will be
    successful.
  • Develop a Continuity Planning Policy Statement
    lays out the scope of the BCP project, roles
    and members, and goals.
  • (more)

16
BCP Phase 1 (776)
  • We then must identify a Business Continuity
    Coordinator (the BCP team leader)
  • Establish a BCP team
  • What types of people/roles should be on the team
    Can anyone think of certain positions that should
    make up the team? (pg 776)
  • Which people will be chosen for the team
  • (more)

17
BCP Phase 2 (BIA) (778)
  • Phase 2 of the BCP steps is to conduct a Business
    Impact Analysis. In short this step is to outline
    what procedures and resources the company depends
    on, how important each processes is and how long
    the business can do without each resource. The
    formalized step are conversed next.

18
Phase 2 BIA (overview) (778)
  • Select individuals to interview to determine what
    processes we have to protect
  • Create data gathering techniques to gather data
    about these processes
  • Identify the companies critical business
    functions/processes
  • Identify the resources these processes depend on
  • (more)

19
Phase 2 BIA (overview) (778)
  • 5. Calculate how long these functions can survive
    without these resources
  • 6. Identify vulnerabilities and threats to these
    processes
  • 7. Calculate the risk for each business process
  • 8. Document findings and report them to management

20
BCP Phase 2 Step 1 (779) Determine Information
Gathering Techniques
  • In this step the BCP committee needs to identify
    the types of people that will be part of the BIA
    gathering sessions.
  • These people should represent the different
    departments that make up the business.
  • After determining the general roles, we need to
    actually find the actual employees that fill
    these roles, so we can interview them.

21
BCP Phase 2 Step 2 Select Interviewees
  • In this phase the BCP team must create data
    gathering techniques to use when interviewing and
    gathering other information to support the BCP
    objectives. (surveys, questionnaires etc)

22
BCP Phase 2 Step 3 Identify Critical Business
Functions
  • Based on the information gathered by the
    interviews and the data gathering techniques, we
    need to now identify which business processes and
    functions are critical for the successful
    operation of the business.

23
BCP Phase 2 Step 4 Analyze information
  • One we know what the important processes are we
    need to determine what are the resources that
    these processes depend upon. These resources can
    be all kinds of things such as servers, data,
    people, buildings etc! (not just IT related
    things)
  • Determine cost whether qualitative or
    quantitative

24
BCP Phase 2 Step 5 Determine MTD and
prioritization (781)
  • Now we need to prioritize and calculate the
    maximum time we can survive without the business
    processes identified in Step 3. This maximum time
    is called the Maximum Tolerable Downtime (MTD)
    here are some common MTD classifications.
  • Keep in mind when prioritizing things, we have to
    use quantitative and qualitative analysis to
    determine just what is critical. For example loss
    of some process might not cause immediate
    financial loss, but could damage reputation or
    competitive advantage, and that damage could be
    devastating.
  • (more)

25
BCP Phase 2 Step 5 (782)
  • Here are some common MTD classifications that you
    should memorize
  • Crititical 1 4 hours
  • Urgent 24 hours
  • Important 72 hours
  • Normal 7 days
  • Nonessential 30 days

26
BCP Phase 2 Step 6 - Threats
  • Now we need to identify vulnerabilities and
    threats to these processes and the resources that
    are required for them. (remember Risk
    Management/Risk Analysis! ?
  • On the next slide we will examine some example
    threats.

27
BCP Phase 2 Step 6
  • Some examples are
  • Equipment malfunction
  • Hacking
  • Failure in utilities (power, WAN connections)
  • Critical personal becoming unavailable
  • Vendors going out of business
  • Data Corruption
  • Physical Damage (hurricane, earthquake)

28
BCP Phase 2 Step 7
  • Determine the probability/risk for each business
    function.

29
BCP Phase 2 Step 8
  • Once we have done this research, we must document
    and provide our findings to management. Note at
    this point we really have not started creating a
    Business Continuity Plan yet, Weve just done the
    research. Once Management reviews findings and
    gives the OK to proceed, we will actually develop
    the plan

30
BCP Stage 3 Identify Preventative Controls (786)
  • Pretty Straightforward, though a lot of work. Now
    that we know what we need to protect and the
    threats involved. Look at ways to PREVENT these
    problems from occurring, so we never have to
    worry about dealing with them. This is really
    just doing a Risk Analysis and determining Cost
    Effective Countermeasures.

31
BCP Phase 4 Recovery Strategies (788)
  • Ok now we are at the stage where we actually are
    developing a PLAN for business continuity. Before
    was just initial research and getting management
    to give us the OK to develop a plan.
  • (more)

32
BCP Phase 4 Recovery Strategies (787)
  • A more technical and tangible stage. The idea
    is to figure out what the company ACTUALLY needs
    to do to be able to recovery the necessary
    business processes in the event of a catastrophe.
  • Determine the most cost-effective recovery
    mechanisms
  • Formally define the activities and actions that
    will be implemented and carried out in response
    to a disaster.
  • These Strategies will be based on the 5 main
    business considerations listed on the next page

33
Phase 4 Recovery Strategies (787)
  • 5 categories
  • Business Process Recovery
  • Facility Recovery
  • Supply and Technology Recovery
  • User Environment Recovery
  • Data Recovery
  • We will go into more detail on each of these
    categories coming up.

34
Business Process Recovery (788)
  • A Business Process is a set of interrelated steps
    linked through specific actives to accomplish a
    specific task. For these processes the team must
    know the components of the process including
  • Required roles
  • Required resources
  • Input and output mechanisms
  • Workflow steps
  • Required time for completions
  • How this process interacts with other processes

35
Facility Recovery (788)
  • Facility Recovery is concerned with the ability
    to move processing operations to an alternate
    facility in case of the failure of the main
    facility. We can have multiple method to deal
    with this including
  • subscriptions services with service bureaus
  • Reciprocal Agreements
  • Redundant Sites
  • Lets looks into each of these more

36
Facility Recovery (791) Subscription services
  • A subscription service is a contract with a 3rd
    party to provide access to a facility. There is
    generally a monthly fee to retain the right to
    use the facility along with a large Activation
    fee and hourly fee when actually using the
    facility. This is obviously a short term only
    solution. There are 3 types of subscription
    services which we will talk about more of in the
    next slides
  • Hot Site
  • Warm Site
  • Cold Site

37
Hot Site (790)
  • Hot Site a facility that is fully configured
    and ready to operate in a few hours. The only
    resources missing from a hot site is the actual
    data and the actual employees.
  • Hardware and software MUST be fully compatible
    or its pointless
  • Very Expensive
  • Vendor may not have customer specific or
    proprietary hardware/software
  • can allow for annual testing
  • ready within hours

38
Warm Site (790)
  • A facility that is usually partially configured
    with some computing equipment, but not the actual
    hard core hardware. I.e. a hot site without the
    expensive stuff.
  • Generally can be up in an acceptable time period.
  • May be better for customers with specific
    hardware/software needs, customer will bring
    computing hardware with them.
  • Most widely used model
  • cheaper
  • available for longer timeframe due to reduced
    costs
  • good if you have our own custom
    hardware/software
  • - takes longer to prepare
  • -actual yearly testing not generally possible

39
Cold Site (790)
  • Supplies basic environment, (AC, electrical,
    plumbing etc), but NO actual computing equipment.
    Can take a while to activate.
  • cheaper
  • available for longer timeframe due to reduced
    costs
  • good if you have our own custom
    hardware/software
  • - May take weeks to get activated and ready
  • Cannot do yearly tests

40
Reciprocal Agreement (793)
  • RA also called Mutual Aid is when two companies
    agree to help each other out in the case of an
    emergency. Ultimately this is not really
    practical for most business.
  • Can you guys tell me what the Pros and Cons of
    this are? Can you tell me why this is not really
    practical.

41
Redundant Sites (794)
  • Pretty much these are HOT sites, that are OWNED
    by a company (rather than a service bureau). This
    also may have live or slightly delayed data
    backups and some staff.
  • - VERY EXPENSIVE (duplicate costs except for
    personnel)
  • best solution if turn around time and ability
    to recover all processing aspects are required

42
Multiple Processing Centers (794)
  • Another approach is rather to than have only one
    center that facilitates a certain business
    function. Split the work among multiple active
    centers such that there is no single point of
    failure.
  • Solid approach
  • Good Scalability for normal business growth
  • Just make sure that the other centers have more
    resources then they individually need in case
    they need to take on more work, due to the
    failure of another center.

43
Supply and Technology Recovery (795)
  • Ok so we have plans to recover our facilities and
    our main processing requirements. But what about
    the lower level of things
  • Hardware Backups
  • Software Backups
  • Documentation
  • Human Resources
  • These considerations need to be taken into
    consideration too we will briefly talk about
    these in the next few slides

44
Hardware backups (796)
  • Ok so we have a space to process, but unless we
    have a hot site or redundant site, and our
    building is destroyed where do we get the
    servers from, what about the desktops that our
    staff need? Do we have a vendors to provide
    these, how long will it take to get new equipment
    from them? What happens of we have legacy
    equipment what do we do?
  • We need to take all of these questions into
    consideration when planning.

45
Software Backups (797)
  • Like the hardware backups, but specifically about
    hardware. How do we get copies of the software,
    how to we roll out installs. What about
    licensing?
  • What about custom software that we had created
    that we cannot just go out and buy at the store?
  • Software escrow what is this? Anyone?

46
Documentation (798)
  • OK so we have the equipment and software how do
    we get it all rolled out and configured such that
    it was the same at the company.
  • Incorrect configurations COULD cause compromises
    in integrity or confidentiality! (how?)
  • Do we even how our old network was configured?
    Can we reproduce it?
  • An Important concept for BCP that should be in
    company policy is that All documentation should
    be kept-up to date and properly protected

47
Human Resources (799)
  • What happens if our backup facility is 250 miles
    away? How do we get people there?
  • What happens if the disaster was a natural
    catastrophe and some important employees are
    injured or worse what do we do now?
  • Executive Succession Planning what is this?

48
End User Environment (800)
  • How do we notify the users about a disaster and
    the change of operating procedure?
  • Once there we need to have some type of people on
    the ground directing issues pertaining to
    employees. These people should be easily
    identified.
  • We also need to be concerned on how to manage
    other tasks that we might not have the resources
    to do in the traditional manner. (example
    automated data processing, or normal
    communication methods) How do we handle that. The
    BCP team needs to consider these types of issues.

49
Data Backups (801)
  • How do we ensure we have data to load back into
    our new offsite systems? Data changes constantly.
    We need a solution that makes sense and is cost
    effective (this will vary business to business).
  • We will talk about traditional backup types as
    well as electronic vaulting on the next few
    slides.

50
Traditional Backups (802)
  • Traditional backups have some method of backing
    up files to a removable medium. The first things
    to understand about backups is the archive bit.
    Every time a file is altered the archive bit is
    set to notify the system that a file may need to
    be backed up. Now lets talk about the 3 backup
    types
  • Full
  • Differential
  • Incremental

51
Full Backup (802)
  • Simply put,
  • backup every file on the system!
  • Then clear the archive bit of each file
  • This must be done to some degree of regularity,
    depending on the business needs.
  • everything gets backed up
  • if you do a full backup every day, you can
    restore with only 1 restore operation
  • - Takes a long time, can be expensive to complete
    in a timely manner

52
Differential (802)
  • Backup any file that has changed last full
    backup. Steps are
  • Find any file where the archive bit is set
  • Backup the file
  • DO NOT clear the archive bit
  • This allows you to quickly restore data in the
    event of a disaster in 2 operations. Simply
  • Restore the last full backup
  • Restore the last differential backup
  • (more)

53
Differential Pros/cons (802)
  • Pros
  • Faster than a full backup
  • Can do a full restore with 2 operations restore
    the last full backup, restore the last
    differential backup
  • Cons
  • Does not have all data on any tape, you still
    need a full backup to do a complete restore

54
Incremental (802)
  • The idea is the backup any file that has changed
    between the last full backup OR the last
    incremental backup. Steps are
  • Find any file with the archive bit set
  • Backup that file
  • Clear the archive bit
  • (more)

55
Incremental Pros/Cons (802)
  • Pros
  • Fast to backup nightly
  • Cons
  • To restore requires many operations, restore last
    full backup, restore every incremental backup
    done since the last full restore. (restores are
    slow)
  • If you lose any of the tapes (full or
    incremental) you cannot truly restore all data.

56
Which backup is right for you
  • It depends on your needs.
  • Personally I believe in the following strategy
  • If you can do a full restore every night.. Do so
  • If you cannot, then move to differential
  • If you cannot handle differentials move to
    incremental
  • REMEMBER, for all these to work you still need a
    full backup periodically.

57
Discussion of backups
  • Can you mix differential and incremental backups?
    (Why or Why not?)
  • All backups should be stored both onsite and
    offsite (why)
  • When storing offsite, would the next building
    over be appropriate?
  • There should be a clear written process on how to
    restore files (why)
  • Someone should periodically test the backups by
    performing restores to a test system (why)

58
Discussion of Backups
  • What situations would a full backup be
    appropriate
  • What situations would a differential backup be
    appropriate
  • What situations would an incremental backup be
    appropriate

59
Discussion of Backups
  • When choosing an offsite storage facility think
    of the following
  • How fast can I get access to my data
  • What are the hours of the facility
  • What are the access control protections the
    facility provides (why do I care?)
  • Is there fire suppression systems
  • Are there environmental controls

60
Non Backup Terms that should be mentioned (804)
  • Disk mirroring / shadowing coping data to one
    or more hard drives such that a system has a
    multiple copies of data in case of a drive
    failure
  • Disk duplexing- same as shadowing, but using
    multiple disk controllers.. (why?)

61
Electronic Vaulting (804)
  • Electronic Vaulting is the idea of sending all
    changes to a file to a remote site (using
    non-backup methods). This usually is not done
    real-time but in batches.
  • (example bank transactions might be copied daily
    to another office)

62
Remote Journaling (805)
  • RJ is another method of transmitting data to an
    offsite facility. However it is different than
    EJ.
  • It is done in real-time (What do I mean by
    that)
  • Entire files are not copied, only changes
    (deltas) to files. (also called transaction logs)
  • From the base files and the records of changes
    you can recreate the current environment.

63
Tape Vaulting (806)
  • A type of backup, however rather than backing up
    to a local device you back up to a remote
    device.

64
Phase 4 Restoration Strategies (809)
  • Now that we covered recovery strategies we need
    to look at a couple of recovery concepts that we
    will need to understand in the planning stage.

65
Phase 4 Restoration (809)
  • When planning we must also recognize that there
    are 3 different teams in DR.
  • Damage Assesment team assess the damage.
  • Restoration team responsible for getting the
    alternate site into a working functional
    environment
  • Salvage team responsible for starting the
    processes of recovering the original site and
    moving from the backup site. (cannot stay in the
    backup site forever )
  • Lets look at these in the next slides

66
Phase 4 Recovery (809)
  • Damage Assesment
  • Determine cause of disaster
  • Determine potential for further damange
  • Identify affected business functions and assets
  • Indentify resources that must be replaced
    immediately
  • Estimate how long it will take to bring ciritical
    functions online
  • Determine whether the BCP should be put into
    operation

67
Phase 4 Recovery (809)
  • Restoration Team should be responsible for
    getting the alternate site into a working and
    functioning environment

68
Phase 4 Recovery (809)
  • Salvage Team responsible for starting the
    recovery of the original site.
  • When moving things back to the original site the
    most critical functions should be moved LAST
    (why)
  • The least critical functions should be moved
    first.

69
End of Phase 4 Recovery
70
Phase 5 Plan design and development (814)
  • Now we need to actually come up with a goals and
    a plan for attaining these goals. These goals
    must contain certain key information.
  • Responsibility who are the individuals
    responsible for what. What is exptected of them,
    how will they be trained
  • Authority in times of crisis who is in charge.
  • Priorities What are the crictical processes,
    what are the priorities.
  • Implementation and Testing how will we
    implement our plans, how will we test it.
  • (more)

71
Phase 5 Plan Design and Development (814)
  • Strategies
  • Copies of the plan need to be kept in one or more
    lcoations. (why)
  • Plans must be in paper and electronic format
  • Call tress should be implemented

72
BCP Phase 6 Testing (816)
  • OK so we have this great plan that weve spent
    millions of hours and dollars creating.. But does
    it work, or will it sink and completely fail
    well we should try testing it.
  • Testing it also allows us to see where the plan
    can be improved, or if new changes in environment
    will require the plan to be updated (what company
    doesnt change and grow?)
  • Testing should be carried out at LEAST once a
    year.
  • Any problems that occurred should be documented
    and reported to management.
  • So what are some testing methods?... Next slide

73
Checklist Test (818)
  • BCP is distributed to departments and functional
    areas for review. The Managers read over and
    indicate if anything is missing or should be
    modified. (Manager checks off that the plan is
    OK for their department)

74
Structured Walk-Through (818)
  • Representatives from each department come
    together AS A GROUP, they walk through the plan
    and different scenarios from beginning to end to
    make sure nothing is left out.

75
Simulation Test (819)
  • A specific scenario is propose, all required
    employees come together and start to simulate
    that the event has happened and start taking
    action to recover. The idea is to see if any
    problems come up or if any concerns were left out.

76
Parallel Test (819)
  • Some systems are moved to the alternate site and
    processing takes place. The results are compared
    to the real processing to see if anything needs
    to change.

77
Full Interruption test (819)
  • Most intrusive test.. The original site is
    actually shutdown and processing is moved to the
    alternate site (really needs to be a hot site).
    The recovery team fulfils its obligation in
    preparing the systems and environment for the
    alternate site.
  • This is a full blown drill
  • Requires tons of planning and co-ordination
  • These are risky and can cause damage if not
    managed properly.
  • Senior management approval is required due to the
    risk involved.

78
Maintaining the Plan (819)
  • Now that we have the plan we need to maintain it!
    Systems and processes become out of date and need
    constant refresh why?
  • BCP plan may not be integrated into change
    management process (it should be though!)
  • Infrastructure or environment changes (that never
    changes ?)
  • Company re-organization, layoffs etc
  • Changes in hardware or software
  • Employee turn over
  • (more)

79
Maintaining the Plan (819)
  • We can help keep the plan updated by taking the
    following actions
  • Make BCP planning part of every business
    decision!
  • Insert BCP maintenance responsibilities into job
    descriptions
  • Include maintenance in personnel evaluations
  • Perform internal audits that include DR and BCP
    procedures
  • Test the plan yearly
About PowerShow.com