In a world where continuous operations are essential for business survival, action must be taken to ensure that information and the business processes that use the information are continuously available. This usually involves the selection and implementation of a suitable business continuity plan. Implementing such a plan is, however, not always a simple task. This especially holds true for small to medium‐sized organizations. An implementation method that could be applied to most business continuity planning methodologies would, therefore, be a welcome tool, especially for small to medium‐sized organisations. This paper presents a theoretical model for such an implementation method.

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A cyclic approach to business continuity planning

A cyclic approach to Business Continuity Planning.

Developments in information and communications technology have allowed many organisations to implement systems that directly link to customers and suppliers. In a number of instances this has allowed them to gain a competitive advantage over their business rivals. The changeover to a new information system should appear seamless to the customer. The general public should not be disadvantaged by the implementation of a new system in the public sector. The tight coupling of systems, especially with customers, puts extra responsibility on information system developers to try and ensure a smooth transition from the old to the new system. Failure to do this may result in the customer being unfairly penalised and may result in subsequent loss of business. This paper attempts to show that there are many areas of potential risk within the process of information system development (ISD) and these need to be carefully analysed and managed. It also reveals that certain popular risk management methodologies do not reflect the risk elements identified within the ISD process.

Identifying risks during information system development: managing the process

Business Continuity Management (BCM) is a process that focuses on counteracting organizational risk, disasters and crises. Placing Business Continuity Management in the context of Strategic Planning (SP) will help organizations to cope with a wide range of unexpected incidents before, during and after their occurrence. Subsequently, this will help to ensure the long-term survival of an organization. 


The aim of this research is to develop an understanding of the significance of placing BCM in the context of SP. This requires studying BCM, its significance, role and practice; Strategic Planning, its significance, purpose and potential vulnerability; the rationale for placing BCM in the context of SP; the factors that are likely to influence placing BCM in the context of SP including driving factors and obstacles; and managers’ views of BCM and the placing of BCM in the context of SP. 


This research was undertaken in the Jordanian context. Data was collected via interviewer-administered questionnaires which were conducted with general managers and other key managers from Jordanian organizations from the banking, insurance, industrial and services sectors. 110 questionnaires were collected. The questionnaires were followed by 10 semi-structured interviews in order to support the quantitative findings obtained by the questionnaires.


The research findings revealed that 80.9% of the surveyed organizations in Jordan used BCM. Those organizations that used BCM differed to some extent in their practice of BCM. 51.8% of the surveyed organizations had BCM placed in the context of SP. SP was important for achieving organizational purposes including those related to BCM. The approach to BCM, which is adopted in Jordanian organizations, helped to place BCM in the context of SP. There were a number of factors that discouraged some Jordanian organizations from placing BCM in the context of SP. However, there were also a number of factors that encouraged some other Jordanian organizations to place BCM in the context of SP. Managers had positive views regarding BCM. They either agreed or strongly agreed that BCM can be integrated with SP; BCM would help their organizations to cope with various types of disasters and crises if it is integrated with SP; BCM was an integral part of their organizations’ approach to risk; and BCM was not an extra burden to their businesses.

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Business continuity management and strategic planning : the case of Jordan

Business continuity planning and Disaster recovery planning are the most crucial elements of a business but are often ignored. Businesses must make a well-structured plan and document for disaster recovery and business continuation, even before a catastrophe occurs. Disasters can be short or may last for a long time, but when an organization is ready for any adversity, it thrives hard and survives. This paper will clearly distinguish the difference between disaster recovery plan and business continuity plan, will describe the components of each plan and finally, will provide an approach that organizations can follow to make better contingency plan so that they will not go out of business when something unexpected happens. This paper will put forward a list of recommendations that an organization can follow to maintain enough strength and resources to react and come out of the crisis successfully.

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Business Continuity and Disaster Recovery Plan for Information Security

Concentrates on the preparation for and the procedures to be followed in creating a disaster recovery plan. The recovery strategy, recovery teams, procedures and action tests, and maintenance and testing are all discussed in some detail.

Bruce Edwards

Papers

Developing a Successful Network Disaster Recovery Plan