March 17, 2005© Gerald Isaacson 2005 Emergency Management Planning Business Continuity IT Partners.

March 17, 2005 © Gerald Isaacson 2005

Emergency Management Planning Business Continuity

IT Partners

April 19, 2005 © Gerald Isaacson 2005

Business Continuity Planning

A few definitions to get started:

… a “disaster”• The cake I was baking to bring to Xmas dinner• He lost a laptop with the only copy of his thesis• She lost her research and papers in the lab fire• Payroll system failed the day before payday• Asbestos released in a dorm renovation• The death of a student• The Northeast blackout• The recent tsunami

… a “disaster”

is an event, often unexpected, that seriously disrupts your usual operations or processes and can have long term impact on your normal way of life or that of your organization.

… RTO [Recovery Time Objective]

the point in time when you must have at least the critical aspects of your business operational again.

…RPO [Recovery Point Objective]

The last copy of your data that is out of harm’s

way – hopefully it is recently current.

… Business Continuity Planning

… it’s not rocket science

… it is:• a process to minimize the impact of a major

disruption to normal operations• a process to enable restoration of critical

assets• a process to restore normalcy to MIT as soon

as possible after a crisis.

… it is not just:• recovery of information technology resources

… and it is the phase of crisis management that follows the immediate actions taken to protect life and property and contain the event

… it begins when the situation has been stabilized.

… and it is now a national standard for both the public and private sectors

An ECAR report in March of this year, from Baylor Medical Center and the University of Houston, in the aftermath of hurricane

Allison, posed the following list of questions to ask to determine your

resilience to a disaster.

ECAR Research Bulletin Mar 1 2005

An ECAR report in March of this year, from Baylor Medical Center and the University of Houston, in the aftermath of hurricane

Allison, posed the following list of questions to ask to determine your

resilience to a disaster.

The answers constitute your Business Continuity Plan

The Risk Matrix

CHANGE

SOMETHING

IGNORENORMAL

PROCEDURES

IMPACT

PROBABILITYLOW HIGH

ENVIRON

SOFTWARE

TELECOMM

TORNADO

LIGHTNING

HARDWARE

Source: Gartner Group and Comdisco

Network Operations Disruptions

Hardware

Mt. St. Helens – May 1980 – new threats arise

It’s different now….

…but we still have the usual concerns

• When is it a Crisis?

Continuity Continuum

Minutes Hours Days Weeks

A crisis timeline --

Restoration of Critical Processing

Alarm Notification to First Responders

Data center fire

Activate the Emergency Operations Center

IT decision to move to a backup facility

Assemble IT recovery team at appropriate sites

Obtain backup tapes from off-premises storage

Acquire and install backup hardware and network connections

Restore Operating System and Network

Reload database and other data

Restore Critical Applications

Begin Critical Processing -

This is your Recovery Time Objective (RTO)

Recovery Time Objective (RTO)

Do you measure it in hours or weeks?

Recovery Time Objective (RTO)

Do you measure it in hours or weeks?

When do you need to start to reach it on time?

Windows are Closing

Increasing dependencies on electronic capabilities to do your job have shortened

the recovery timeframe.

Increasing dependencies on electronic capabilities to do your job have shortened

the recovery timeframe.

This often leads to a disconnect between user’s expectations and the organization’s

ability to meet them.

Move toAlternate Site

ReturnHome

ResumeBusiness

Data Synchronization

Restore Technology Capability

Restore Communications

Restore Business Functions

NotificationsVital Records

Lost Data

Data Recovery Objective

Recovery Time Objective

(If necessary)

High Level Look at a Recovery Effort

Continuity Plan Development Phases• Understand the need

• Define the risk to the DLC and define the level of criticality

Criticality Levels

• Category I Must be up in hours

• Category II Must be up in days

• Category III Must be up in weeks

• Category IV Can wait till operations are normal

Continuity Plan Development Phases• Understand the need• Define the risk to the DLC and define the level

of criticality

• Give an individual responsibility and authority for overall planning

Continuity Plan Development Phases• Understand the need• Define the risk to the DLC and define the level

of criticality• Give an individual responsibility and authority

for overall planning

• Ensure that organizational units – accounting, facilities, residential life, laboratories, etc. understand their individual responsibility for recovery of their operations.

Continuity Plan Development Phases

• DLC’s develop their FARM (Functional Area Recovery Management) teams

• The Business Continuity Planning Team – (BCMT) consists of FARM Team Coordinators

• The BCMT is represented at the MIT Emergency Operations Center (EOC)

• Put together the recovery team

• Document the Plan

The Table of Contents from the TLO FARM Team Plan

• Key Plan Components– Contact list – up to date

– Resources needed – not just computing

• Key Plan Components– Contact list – up to date– Resources needed – not just computing

– Emergency procedures

• Document the plans for each department, lab or center

• Use a common template or framework• Plan review by Business Continuity

Management Team (BCMT) and Information Systems & Technology

Continuity Plan Development Phases• Test, test, test

Simulation Testing – MIT’s Central Utility Plant

• On an August afternoon, a fuel line rupture in the Central Utility Plant results in a fire.

• When the sprinkler system operates, the ensuing flood creates a hazardous waste issue due to the oil and ACM.

• The sprinkler operation also operates protective disconnects and the power is shut down.

• There have been 5 injuries of CUP workers because of this incident.

• After about 4 hours it is determined that the CUP’s clean up and return to service will take at least 24 hours, and the 80% of the campus that the CUP serves will remain without power.

• Test, test, test

• Maintain the plans – a very difficult process but critical to the long term viability of any plan

What’s next?

• Who should we be talking to in your area?

• Who should we be talking to who is not here?

• Any overall concerns about the project?

• Any specific concerns that we should be addressing?

Gerald Isaacson, CISSP William McShea, CFPS

gii@mit.edu wmcshea@mit.edu

617 253-1440 617 253-9491

32-013 32-013

web.mit.edu/bcmt http://web.mit.edu/environment/ehs/

March 17, 2005© Gerald Isaacson 2005 Emergency Management Planning Business Continuity IT Partners.

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