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Business Continuity Planning and Disaster Recovery Planning
Ed Crowley IAM/IEM
‘
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ISC2 Key Areas of Knowledge
Understand business continuity requirements
1. Develop and document project scope and plan
Conduct business impact analysis
1. Identify and prioritize critical business functions
2. Determine maximum tolerable downtime and
other criteria
3. Assess exposure to outages (e.g. local,
regional, global)
4. Define recovery objectives2
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ISC2 Key Areas of Knowledge
Develop a recovery strategy
1. Implement a backup storage strategy (e.g. offsite
storage, electronic vaulting, tape rotation)
2. Recovery site strategies
Understand disaster recovery process
1. Response
2. Personnel
3. Communications
4. Assessment
5. Restoration3
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ISC2 Key Areas of Knowledge
Provide training
Test, update, assess and maintain the plan (e.g.,
version control, distribution)
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Topics
Business Continuity
Planning
Prime BCP elements
Business Impact
Assessment (BIA)
Three types of backup
services
Disaster Recovery
DR plan process
Five types of DR plan
tests
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Goals
Minimize loss
Online services
Retain value
Maintain Regulatory Compliance
Utility companies
Government Orgs (FISMA)
Finance (SOX..)
Healthcare (HIPAA)
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BCP/DR
Assures viability of organizational digital
assets through emergencies and disasters.
BCP focuses on viability through routine
emergencies.
DR focuses on disaster recovery
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BCP/DR Goals
Business continuity
Focus on business process
At least yearly testing
Disaster Recovery
Heavy IT focus
Allows implementation of business continuity
plan
Requires Planning and Testing
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Scope
BCP process:
Scope specification and plan initiation
Business Impact Assessment (BIA)
Business continuity plan development
DRP includes:
Processes
Procedures
Testing
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Contingency Plans Defined
“ A plan for emergency response, backup operations, and
post-disaster recovery maintained by an entity as a part
of its security program that will ensure the availability of
critical resources and facilitate the continuity of
operations in an emergency situation…”
National Computer Security Center, 1988
1997-98 survey >35% of companies have no plans
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Business Continuity Planning
Prevents interruptions to normal business activity
Protects critical business processes from man made and natural disasters
Strategy
Minimize disturbances effects
Business processes resumption
Disruptive Event
Any intentional or unintentional security violation that suspends normal operation.
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BCP Addresses
Staff
Electronic Infrastructure
LANs/WAN & related
Telecommunications/data links
Workstations/workspaces
Applications software
Data
Media and records storage
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Sample Disruptive Events
Natural
Fire
Flood
Earthquakes
Power Outages
Man-made
Bombings
Strikes
Communication
infrastructure
failure
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Four BCP Elements
1. Scope and Plan Initiation
2. Business Impact Assessment (BIA)
3. Business Continuity Plan Development
4. Plan Approval and Implementation
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Scope and Plan Initiation
Scope Creation
Detailed account of work required
Resource listing
Defined management practices
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Roles and Responsibility
Senior Management
Ultimate responsibility
Executive Management
Initiates project, gives ongoing support and final approval
BCP Committee
Creates, implements, and tests plan.
Senior Business Unit Management
Identifies and prioritizes critical systems
Functional Business Units
Participate in implementation and testing
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IT Department Role
Make sure that adequate backup restore
processes are available
Employ sufficient physical security
mechanisms to protect systems
Ensure that the organization uses sufficient
logical measures for protecting data
Ensure departments implement adequate
system admin including up to date
inventories 17
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FCPA 1977
Foreign Corrupt Practices Act imposes civil
and criminal penalties if publicly held
organizations fail to maintain adequate
controls over their information systems.
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Due Diligence
If a disruptive event causes losses that adherence to
base industry standard of due care could have
prevented, through this concept stockholders may
hold senior managers, as well as the board of
directors, personally responsible.
Due Diligence
Means that the company can demonstrate that it has
taken all reasonable steps in protecting its employees.
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Due Care
… that level of diligence which a prudent
and competent person would exercise
under a given set of circumstances.
http://www.isaca.org/standard/guide14.htm
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Comparison
Due Care
Minimum and customary practice of responsible
protection of assets that reflects a community or
societal norm.
Due Diligence
Prudent management
Execution of due care.
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Vulnerability Assessment Produces
Loss impact analysis
Financial
Operational
Critical support areas listing
Areas required for business continuity
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Business Impact Assessment
Documents a disruptive event’s impact.
Used to create awareness
Impacts may be financial or operational.
Note that this is a subset of a vulnerability
assessment.
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BIA Primary Goals
Prioritize Criticality.
Critical business unit processes identified and prioritized.
Disruptive event’s impact evaluated.
Estimate Maximum Tolerable Downtime (MTD) Down time that business can tolerate and still remain viable.
Articulate Resource Requirements
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BIA Process Steps
1. Gather needed assessment materials
2. Perform vulnerability assessment
3. Analyze compiled information
4. Document results and present
recommendations
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Gathering Assessment Materials
Identify which business units are critical to a
continuing acceptable level of operations.
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Vulnerability Assessment
Similar to Risk Assessment in that there is:
An objective Quantitative (financial) section.
A subjective Qualitative (operational) section.
Differs from RA in that it is smaller.
Focuses on providing information solely for
BCP/DR.
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Vulnerability Assessment
Identify distuption impacts and Maximum
Tolerable downtime (MTD)
Quantitative or Qualitative Loss projections
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Quantitative Loss Criteria
Financial losses:
Revenue loss, capital expenditure, personal liability.
Resolution of contract agreements violation
Resolution of regulatory or compliance requirements violation
Additional operational expenses incurred due to the disruptive event
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Qualitative Loss Criteria
Loss of:
Competitive advantage or market share
Public confidence or credibility or incurring public
embarrassment.
A critical support area is defined as a business unit
or function that must be present to sustain
continuity or business processes, maintain life
safety, or avoid public relations embarrassment.
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Critical Support Areas
Telecommunications, data communications
or information technology
Physical infrastructure or plant facilities,
transportation services.
Accounting, payroll, transaction processing,
customer service, purchasing.
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Analysis Phase
Analysis phase includes:
Documenting required processes
Identifying interdependencies
Determining what an acceptable interruption
period would be.
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BCP Development
Two steps
1. Define continuity strategy
2. Document continuity strategy
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IT Department
Identifies company's dependencies
Internal and external information.
Should ensure that an organization employs:
An adequate data backup and restore process
Sufficient physical security mechanisms to preserve vital network and hardware components.
Sufficient logical security methodologies
Implements adequate system administration including up to date hware, sware, and media inventories
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Defining Continuity Strategy
Includes elements such as:
Computing
Facilities
People
Supplies and equipment
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BCP Approval and Implementation
Senior management approval
Enterprise wide plan awareness
Plan maintenance (updates)
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Disaster Recovery Planning
Comprehensive action plan dealing with
disruptive events.
Primary objectives
Implement critical processes at an alternative
site.
Return to the primary site and normal processing
Within time frame that minimizes organizational loss.
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DRP Goals
Organized decision methodology for use during a disruptive event.
Reduce confusion
Minimize decision making during a disaster
Can include
Protection from major computer services failure
Minimize risk from delays in providing services
Through testing and simulation, guarantee standby systems reliability
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Disaster Recovery Planning Process
Development and creation of the recovery
plans (similar to the BCP process).
Two steps
Data Processing Continuity Planning
Data Recovery Plan Maintenance
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Data Processing Continuity Planning
Most common alternate processing types
Mutual aid agreements
aka reciprocal agreement
Subscription services
Multiple centers
Service bureaus
Other data center backup alternatives
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Mutual Aid Agreements
A mutual aid agreement (sometimes called a reciprocal agreement) is an arrangement with another company that may have similar computing needs.
As opposed to a hot or warm site, reciprocal arrangements severely limit the responsiveness and support available to the organization during an event.
Can be used only for short term outage support.
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Subscription Services
Third party commercial service that provides
alternative backup and processing facilities.
Three basic forms
Hot site
Warm site
Cold site
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Hot Site
A fully configured computer facility with:
Electrical power
Heating ventilation and air conditioning
Functioning file/print servers
Workstations.
Optimal
Most expensive
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Warm Site
Readily available computer facility with electrical
power, HVAC, and computers.
Applications may not be installed or configured.
Compared to a hot site:
Cheaper
More flexible
Lower administrative overhead
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Cold Site
Site ready for equipment to be brought in.
No computer hardware.
A room with electrical power and HVAC.
Computers must be brought on site
Communications links may not be ready.
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Multiple Centers
Processing spread across several centers.
Managed by same org or with another org (RA)
Advantage: Cost
Disadvantage: Multiple sites may be
damaged
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Service Bureaus
In rare cases, an organization may contract
with a service bureau for all alternate backup
processing services.
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Other Data Center Backup Alternatives
Rolling/mobile backup sites
In-house or external supply of hardware
replacements
Prefabricated buildings.
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Transaction Redundancy Implementations
Electric vaulting
Offsite transfer of backup data via comm. lines
Remote journaling
Parallel processing of transactions to an alternate site via
comm. lines
Database shadowing
Live processing of remote journaling
Creates more redundancy by duplicating database sets to
multiple severs.
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Disaster Recovery Plan Maintenance
For many different reasons, all recovery
plans quickly become obsolete.
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Disaster Recovery Plan Testing
A tape backup system cannot be considered working until restoration tests have been conducted…
Testing:
Verifies the recovery procedures accuracy and identifies deficiencies
Prepares and trains personnel to execute their emergency duties
Verifies the alternate backup site processing capability
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Test Document
Document outlining test scenario must
contain:
Reasons for the test
Test objectives
Type of test to be conducted.
The test’s purpose is to find weaknesses in
the plan.
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Five Disaster Recovery Plan Test Types
Checklist
Individual departments review.
Structured walk-through
Business unit reps meet to walk through the plan
Simulation
Goes to the point of relocating to alternate
backup site or enacting recovery procedures
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Five Disaster Recovery Plan Test Types
Parallel
Full test of the recovery plan.
Full-interruption (live-disaster-test)
A disaster is replicated to the point of ceasing
normal operations.
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Backup Types
Full – Backsup everything…
Incremental– Only modified files, achive bit
cleared. Fast…
Differential– Only modified files, doesn’t
clear archive bit. Faster than Full while
requiring fewer components than Incremental
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Elements of Disaster Recovery
Recovery team
Salvage team
Normal operations resumption plan
Other recovery issues
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Recovery Team
When a disaster is declared a clearly defined
recovery team has the mandate to implement
the recovery procedures.
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Salvage Team
A salvage team, separate from the recovery team, returns the primary site to normal processing environmental conditions.
Has the mandate to quickly and safely:
Clean
Repair
Salvage
After the immediate disaster has ended, determine primary processing infrastructure’s viability.
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Normal Operations Resume
The steps to resume normal processing
operations will be different than the steps in
the recovery plan; that is, the least critical
work should be brought back first to the
primary site.
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Other Recovery Issues
Interfacing with external groups
Employee relations
Fraud and crime
Financial disbursement
Media relations
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External Groups
Often, the organization may be well equipped to cope with a disaster in relation to its own employees, but overlooks its relationship with external parties such as:
Police
Fire
EMS
Utility
Press
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When is the Disaster Over?
When all operations have returned to their
normal location and function.
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Other Recovery Issues
How does the organization manage its relationship with its employees and their families?
In major physical disasters, fraud and crime along with vandalism and looting are common.
Procedures for storing signed, authorized checks off site must be considered in order to facilitate financial reimbursement.
How does the plan address dealing with the media and with civic officials.
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Questions?