Flood Disaster
Recovery
Flood Disaster
recovery is often not regarded as being at the forefront of many
organizations Disaster recovery plans. However, we see time and time
again the 50 year or 100 year flood lines being surpassed buy
nature, even if only for a short period.
Flood is actually one
of the more common hazards. The level of damage can range from total
loss to local, minor damage.
Flood Disaster
recovery – types of damage
Let’s look at some
of the liabilities and
associated costs that a typical marketing division might face. Let’s
start with the basics and the obvious:
- Loss of
income/revenue.
- Loss of payables.
- Liability.
- Intermittent
interruptions.
For a cost estimate,
start by multiplying the length of downtime by the number of
affected employees by their aggregated salary. Remember this is only
the salary costs and then you face loss of production
etc.
Flood Disaster
recovery – some considerations
Other considerations
for a DRP include:
New- and used-hardware
suppliers. It is preferable to
have an equipment- replacement agreement with a national computer
manufacturer or supplier that will have your business up and running
quickly (no more than two days of downtime). A complete list of all
equipment and specifications is essential in a recovery situation. A
list of used-equipment vendors and their specialties also could be
part of this section of the plan in the event the terms of the
national replacement contract are not met.
Software suppliers.
A
complete list of any special software packages (whether for
operating systems or applications) and their suppliers should be
kept off site or on replicated digital systems at other remote
offices. Special considerations for backing up these packages should
become part of the DRP.
Communications
suppliers. Replacing
communication systems normally requires long lead times, which
generally can be shortened only slightly, even in an emergency.
These lead times must be kept in mind when developing criteria
leading to a vendor list. If continuity of operations is essential,
then a back-up plan must be established in the event a desired
recovery time is unachievable. For example, alternative equipment
should be specified ahead of time, even if it is slower or costs
more. This could include substituting mobile phones for leased
lines, voice facilities for data facilities, or courier services for
telephones.
Special-equipment
suppliers. For the most part,
computing equipment is modular and portable and, at least in
emergency situations, has short lead times. On the other hand, if
there is old, unique, or obsolete equipment, or there are
hardware-dependent applications, then special strategies should be
part of the plan. If an upgrade or reconfiguration already is
planned, it may be wise to accelerate the schedule.
Suppliers of
office-support equipment. These companies
should be listed off site or on replicated digital systems by other
remote offices. This list also should specify alternate devices and
plans to obtain services from a second source.
