DISASTER RECOVERY

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DISASTER RECOVERY

• A Project Managers Perspective

Craig Dennis Australian Project Consulting
Services
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Introduction

• Disaster Recovery Business Continuity Planning
  is well established
• BUT
• Most organisations are not adequately prepared
  for a disaster of any magnitude.
• There is little planning for non-I.T. business
  functions.

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DR Facts Figures

• 85 of Fortune 1000 companies have DRPs.
• 80 of those a primarily focused on Data Centre
  resources.
• About 50 have plans covering networks
• Less than 35 cover PCs.
• Source Gartner Group

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• Therefore it is likely that most businesses do
  NOT have effective Disaster Recovery Business
  Continuity plans

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DR Facts Figures

• 73 of firms hit by disaster permanently close.
• 43 immediately
• 30 within one year.
• Source Dr Raja Iyer, San Jose State University

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• Rapid Recovery Of Key Business Functions Is The
  Key To Survival

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The Problem

• Disaster Recovery and Business Continuity Plans
  may be ineffective or non- existent
• Time is of the essence
• Chaos rules!

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Why do we need DR Crisis Management?

• Period of high stress
• Key staff may be unavailable
• Important records / equipment lost
• Conflicting priorities
• Irritable/unsupportive stakeholders
• Profit interruption
• .and many more

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Does the PM have a role?

• Crisis Manager
• Disaster Recovery Manager
• Peer Councillor
• Business Recovery Manager
• Security Manager
• Media Liaison Manager
• Safety Manager
• while working in an unfamiliar and stressful
  environment

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Emergency Management

• Bushfire
• Building Collapse
• Rail Disaster
• Earthquake

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How do Emergency Services manage unpredictable
and unplanned incidents?
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Incident Management

• Incident Control
• AIIMS ICS
• Communications
• SMEACS
• These principles can be applied to Disaster
  Recovery

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Incident ControlAIIMS ICS

• Australian Interservice Incident Management
  System
• Key attributes
• Identifies Control Agency such as Police, Fire
  Brigade, SES, EPA, Defence Forces etc.
• Standardised set of management principles
• Scalable according to size and complexity of an
  incident
• Is focused on Management by Objectives

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Communications SMEACS

• Streamlined Briefing Format
• Situation
• Mission
• Execution
• Administration and Logistics
• Command Communications
• Safety

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Incident Control System Coordination

• Bringing together resources to effectively
  respond to an incident
• Systematic acquisition and application of
  resources

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Incident Management Functions

• Control
• Overall incident management
• ESSENTIAL!
• Operations
• Activities directed at combating the incident
• Logistics
• Providing and maintaining facilities, services
  and materials

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Taking Initial Control

• Assume Control
• Directors / Senior Management buy-in.
• You must be visible (Tabard, hat )
• Establish Control Point
• Visible and Identifiable
• Initial Risk Assessment
• Size Up
• Plan development

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Taking Initial Control

• Deploy resources
• Record resource utilisation
• Establish Recovery Groups
• Focus on function
• Resource requirements
• Tasking considerations
• Span of Control (Rule of fives)
• Provide Situation Reports
• Maintain Log of Activities

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Incident Management Structure

• Small Incident

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Transition from Small to Large Incidents
Small Incident
Large Incident
Large Incident
Incident Control Point
Operations Point
Incident Control Centre with Incident Mgt Team
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Incident Management Structure

• Medium to Large Incident

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Personal Attributes

• CALM!
• Confident
• Strong Leader
• Respected
• . And be an excellent project manager

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Summary

• ICS principles can be applied to Disaster
  Recovery
• Establishing formal control is critical to
  success
• Clear effective communications
• Leadership skills are vital

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• QUESTIONS

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• Thank You!

Craig Dennis Email cdennis_at_apcsit.com.au http//w
ww.apcsit.com.au