Disaster and recover planning
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MSTM5013_PPT_ch10.pptxPrinciples of Incident Response and Disaster Recovery, 2nd Edition
Chapter 10
Disaster Recovery: Operation and Maintenance
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Objectives
Describe the key challenges an organization faces when engaged in DR operations
Discuss what actions organizations should take to prepare for the activation of the DR plan
List the critical elements that comprise the response phase of the DR plan
Explain what occurs in the recovery phase of the DR plan
Describe how an organization uses the resumption phase of the DR plan
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Objectives (cont’d.)
Discuss how an organization resumes normal operations using the restoration phase of the DR plan
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Introduction
When disaster occurs organizations need
Meticulous preparation and ongoing diligence
Quick and decisive reaction to restore operations
To prepare to promptly reestablish operations at a new permanent location
Each area of the world has its own challenges and risks of disaster
Natural or man-made
DR plans and procedures are similar to those undertaken for IR and BC actions
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Facing Key Challenges
Widespread disasters frequently affect:
Departments and various organization levels
Communities encompassing the organization
Vendors and suppliers
Outside help may be unavailable for days or weeks
Emergency services, public services, grocers and other suppliers, utility services, private services, telecommunications services, and air and surface transportation
Worst-case scenario
Seemingly routine event quickly spins out of control
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Facing Key Challenges (cont’d.)
Most disaster-related losses cause:
Inability to react properly to the disaster
A need to improvise, adapt, and overcome obstacles
Most disasters last hours or a few days
DR plan phases
Preparation
Response
Recovery
Resumption
Restoration
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Preparation: Training the DR Team and the Users
No prevention phase in DR planning
Reason: majority of disasters cannot be prevented
Can minimize disaster probability by planning
Preparation
Being ready for possible contingencies that can escalate to become disasters
Develop BIA and DR plans
Organize and staff various DR teams
Train various stakeholders and practice the plan
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Plan Distribution
Must distribute plan to those who need it most
Ensure that all personnel:
Have access to the plan
Have fully read the plan
Understand the plan
IR, DR, or BC plan storage
Physical copy easy to misplace
Online storage locations
Electronic disruptions could prevent access
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Plan Distribution (cont’d.)
Store password-protected plans where employees can access them
At the office
Away from the office
Online (anytime, anywhere)
Password-protecting all electronic files
Store physical copies in secure locations
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Plan Triggers and Notification
Preparation phase: continuous
Other phases: activated by triggers
Management notification
Employee notification
Emergency management notification
Local emergency services
Media outlets
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Disaster Recovery Planning as Preparation
Cornerstone of preparation
Developing an effective DR plan
DR plan primary goals
Eliminate or reduce
Potential for injuries, loss of human life, damage to facilities, loss of assets and records
Immediately invoke DR plan emergency provisions
Stabilize disaster effects
Allow appropriate assessment; begin recovery efforts
Implement procedures contained in the DR plan
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Disaster Recovery Planning as Preparation (cont’d.)
CP team engages in scenario development and impact analysis
Categorizes threat level each potential disaster poses
Generating DR scenario
Start with most important asset: people
Must test DR plan regularly
Ensure DR team can lead recovery effort quickly and efficiently
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Disaster Recovery Planning as Preparation (cont’d.)
Key features of the DR plan
Clear delegation of roles and responsibilities
Execution of the alert roster and notification of key personnel
Use of employee check-in systems
Clear establishment and communication of business resumption priorities
Complete and timely documentation of the disaster
Preparations for alternative implementations
DR team members should know their disaster duties
Key personnel may include external groups
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Disaster Recovery Planning as Preparation (cont’d.)
Key features of the DR plan (cont’d.)
During a disaster response
Verify status of employees, contractors, consultants using manual or automatic procedures
First priority: preservation of human life
Carefully record disaster from the onset
Mitigation of impact
Action steps to minimize damage associated with the disaster on operations
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Disaster Recovery Planning as Preparation (cont’d.)
Additional preparations
Two types of emergency information employees need
Personal emergency information
Snapshot of the DR plan
Emergency information often encapsulated into a wallet-sized, laminated card
Crisis management
Focused steps dealing primarily with the safety and state of the people involved in the disaster
DR team works closely with crisis management team
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DR Training and Awareness
Training involves different approaches
Training should focus on roles individual expected to execute during an actual disaster
Disaster preparation limited to awareness training
Part of annual or semiannual security education, training, and awareness (SETA) program
Make employees aware of general procedures for responding to disasters
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General Training for All Teams
Best crisis preparation
Ensure employees trained and comfortable in completing normal tasks
Training and rehearsals purpose
Identify individuals with rusty technical skills
Provide opportunity to brush up on responsibilities
Vertical and horizontal job rotation
Allows preparation for normal personnel shortages or outages
Practice degraded mode operations
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Disaster Management Team Training
Command and control group
Responsible for all planning and coordination activities
Training, rehearsal, and testing
Predominantly communicative in nature
Must quickly and effectively communicate resources needed for subordinate teams to function
Must communicate directives from higher teams and peer teams
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Communications Team Training
Information-dissemination group
Responsible for interacting and communicating with the external environment
Training, rehearsal, and testing
Prepares information notices, news releases, and internal memorandums and directives
Sends communications to all groups and teams
Informs people of their tasks and responsibilities
Should be involved in routine rehearsal and testing
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Computer Recovery (Hardware) Team Training
Hardware recovery and reconstitution team
Ideally practices and trains during normal operation
Training requirements
Advanced training to rebuild systems by scavenging parts
Knowledge in how to deal with systems damaged by water, heat, and dust
Team should work closely with other technology teams
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Systems Recovery Team Training
Responsible for recovering and reestablishing operating systems (OSs)
May rehearse DR duties during normal operations
Train to quickly recover system’s operating system
Responsibilities may be combined with other IT teams
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Network Recovery Team Training
Responsible for reestablishing
Connectivity between systems and to the Internet
Voice communication networks
Focus of training
Establishing ad hoc networks quickly but securely
Wireless technology
Team requirements
Stash of wireless networking components stored outside the organization
Difficult internet connectivity may need vendor interaction
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Storage Recovery Team Training
Responsible for information recovery and reestablishment of operations
In storage area networks or network attached storage
Training needs
Rebuilding damaged systems
Recovering data from off-site locations
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Applications Recovery Team Training
Responsible for recovering and reestablishing critical business applications operations
Requirements
Skills performed during normal operations
Coordination and training in operating under adverse circumstances
Team will have user representation
Team effectiveness
Heavily influenced by ability to create an effective liaison with application business units
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Data Management Team Training
Responsible for data restoration and recovery
Focus of training
Quick and accurate restoration of data from backup
Should include data recovery from damaged systems
May need vendor help to extract data
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Vendor Contact Team Training
Responsible for working with suppliers and vendors
Need to replace damaged or destroyed equipment or services determined by other teams
Training best obtained through normal work in equipment procurement
Focus of training
Methods of obtaining resources quickly as possible
Familiarity with preferred vendors
Vendor relationships: crucial during a disaster
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Damage Assessment and Salvage Team Training
Provides assessment for:
Initial damage to equipment and systems on-site
Physically recovering equipment transported to location where other teams evaluate it
Requires basic background in hardware repair
May need to outsource the function
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Business Interface Team Training
Works with remainder of the organization
Assists in recovery of nontechnology functions
Training
Combines technical and nontechnical functions
Involves interfacing with various business groups to determine routine needs
Help desk representatives well suited for this team
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Logistics Team Training
Provides needed supplies, space, materials, food, services, or facilities needed at the primary site
Require basic training in local purchasing
Primary function
Serve as health, welfare, and morale support for the other teams doing their jobs
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DR Plan Testing and Rehearsal
Testing DR plan elements
Can overlap with plan training and rehearsal
Rehearsal
Occurs when organization practices steps performed during a disaster
Testing involves assessment (internal or external)
Before performing in a large-scale exercise
Provide classroom-style, structured training
Plan rehearsal
Start small and escalate to larger-scale exercises
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DR Plan Testing and Rehearsal (cont’d.)
Rehearsal and testing strategies
Desk check
Structured walk-through
Simulation
Parallel testing
Full-interruption
War gaming
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Rehearsal and Testing of the Alert Roster
Alert roster
Used in IR and BC planning, and crisis management
Alert roster document
Contains contact information on individuals notified in the event of an actual incident or disaster
Must be tested frequently because it is subject to continual change
Two activation methods: sequential and hierarchical
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Rehearsal and Testing of the Alert Roster (cont’d.)
Alert message
Scripted disaster description
Consists of just enough information so that each responder knows what portion of the DR plan to implement
Does not impede notification process
Auxiliary phone alert and reporting system
Information system with a telephony interface
Used to automate the alert process
“I’m okay” automated emergency response line
Employees call a predetermined number
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Disaster Response Phase
Response phase
Associated with implementing initial reaction to a disaster
Focus
Controlling or stabilizing the situation, if possible
Response phase designed to:
Protect human life and well-being (physical safety)
Attempt to limit and contain the damage to the organization’s facilities and equipment
Manage communications with employees and other stakeholders
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Recovery Phase
Recovery of the most time-critical business functions
Get back up and running as quickly as possible
Even if operations limited to some degree
Less critical operations wait until resumption phase
Primary goals of the recovery phase
Recover critical business functions
Coordinate recovery efforts
Acquire resources to replace damaged or destroyed materials and equipment
Evaluate the need to implement the BC plan
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Resumption Phase
Focuses on non-critical functions
BIA: guiding document for creating list of primary and secondary functions
Goals of the resumption phase
Initiate implementation of secondary functions
Finalize implementation of primary functions
Identify additional needed resources
Continue planning for restoration
Complex interaction exist between DR plan and BC plan
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Restoration Phase
Formally begins once:
All damage assessments accomplished
Rebuilding of primary site has commenced
Restoration phase primary goals
Repair damage or select or build replacement facility
Replace primary site damaged or destroyed contents
Coordinate relocation from temporary offices to primary site or to new replacement facility
Restore normal operations at the primary site
Stand down the DR teams and conduct the after-action review
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Repair or Replacement
Two possibilities in the restoration phase
Reestablish operations at the primary site
Establish operations at a new permanent site
Reestablish operations at the primary site
Organization can rebuild facilities at the primary site
Continue partial operations while repairs made
Best to temporarily relocate the administrative function
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Repair or Replacement (cont’d.)
Move to a new permanent site
Occurs if primary site becomes uninhabitable
Bulldoze and rebuild
Good if organization owns the land
May be months before the organization can relocate
Select a new location
Necessary when organization cannot relocate for an extended stay at temporary locations
Selection of new permanent site: complex decision
Staff may not be available to relocate families
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Restoration of the Primary Site
Occurs once physical facilities rebuilt
Must replace office furniture, desktop computers, photocopying equipment, filing systems, office supplies
Determine what insurance will and will not cover
Examine service contracts
Determine if damage or destruction to leased equipment is covered by the provider
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Relocation from Temporary Offices
Movement back to the primary site
Signals beginning of the end of disaster operations
Must be carefully coordinated: not simple
Must relocate people and administrative paperwork
Must restore data functions and associated computing equipment
Data management practices
More crucial before and after moves
May require movement coordinator
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Resumption at the Primary Site
Recover day-to-day operations to stabilize organization and keep it running efficiently
Management of employee benefit packages
Employee training and awareness programs
Organizational planning retreats and meetings
Routine progress meetings and reports
Long-term planning activities
Research and development activities
Business now reconstituted and functioning as it did before the disaster
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Standing Down and the After-Action Review
Standing down
Deactivation of DR teams
Releasing individuals back to their normal duties
After-action review (AAR)
Last activity before declaring disaster officially over
Management obtains input and feedback from teams
Information combined with official disaster log
Official log: legal and planning record and training tool
Last step: creation and archiving of the official report
Legal document for insurance, parent organization
Once archived, disaster over
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Summary
Matter of time until a disaster strikes
Meticulous preparation and ongoing diligence needed to properly respond
DR plan implementation involves five phases
Preparation, response, recovery, resumption, restoration
DR and business resumption planning goals
Eliminate or reduce potential injuries or loss of human life, facility damage, loss of assets and records
Stabilize the effects of the disaster
Implement DR and BR procedures
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Summary (cont’d.)
Recovery phase
Quick critical business function recovery
Resumption
Focuses on remaining unrestored functions
Restoration phase primary goals
Repair damage or select or build replacement facility
Replace primary site damaged or destroyed contents
Coordinate relocation from temporary offices to primary site or to new replacement facility
Restore normal operations at the primary site
Stand down the DR teams; conduct the AAR
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