Disaster Recovery Team Roles And Responsibilities – Nearly every business continuity standard and regulation requires clear roles and responsibilities. These include ISO 22301, Business Continuity Institute Principles of Good Practice, Disaster Recovery Institute, FFIEC requirements for business continuity, and NFPA 1600.
For example, ISO 22301 requirements talk about business continuity and the roles and responsibilities of an IT disaster recovery program:
Disaster Recovery Team Roles And Responsibilities
In addition to compliance with ISO 22301 and other industry-approved business continuity standards, there are four key benefits to defining roles and responsibilities, including:
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Often, when roles and responsibilities are not defined effectively, the wrong people (often with the wrong skills, experience and qualifications) take on certain tasks – often leading to poor or no performance. desire. For example, we see this when a departmental manager assigns a newer employee or administrative assistant to develop a response and recovery plan for the department. Many times, these individuals may not have the knowledge of the department’s operations or the authority to hire the appropriate individuals to effectively plan response and recovery. In contrast, programs that attempt to require senior individuals to complete a recovery plan for a business unit often struggle to capture the appropriate details. Both of these problems can lead to ineffective or incomplete plans.
Although each organization’s roles vary, there are some similarities between business continuity programs. The table below highlights some common roles in program management.
Steering Committee involvement often varies by organization. Members of the Steering Committee typically include the COO, CFO, CIO, general counsel, and internal auditor. However, regardless of title, Steering Committee participants must be able to:
The structure of a Business Continuity response team varies, but most business continuity teams have the following common roles:
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Let’s start by clarifying the requirements of each role in the program. Make a list of all the roles in the program and then, for each role, start a bulleted list of requirements specific to each role. This list should include everything from time commitment, knowledge of the business to responsibility for updating the plan. But let’s focus on the most important things. We find most roles can be described in five to 10 terms.
Once the role is clearly defined, it’s a matter of finding the right person to fill it.
At Castellan, we talk about “GWC” when describing roles and responsibilities (we learned about this three-letter acronym from Gino Wickman’s book Traction, which describes a business operating model called Business Operating System). The person assigned to each role must be able to answer positively the following questions:
Once the candidate has been clearly identified, it becomes a matter of identifying the most suitable candidate.
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This is a kind of tough question – do people understand what the role is and how they can help the organization? Do they understand why it’s important? For some people, it just doesn’t click.
Does that person really want to do that job? Or just go through the motions as it has been ‘sent’ to it. We often feel the need to ‘motivate’ or ‘energize’ people in a role – and that’s one of the warning signs that people don’t want to participate or do the work . In these cases, you should stop banging your head against the wall and find someone in need.
Competencies include the skills, resources and time needed to perform the role well. Use the role definition created above to ask yourself whether the person has the mental capacity for the role, the skills, and the time available to perform the role. While Requirements and Expectations are required, those without Competencies for this role should still be considered if you believe they can develop their competencies through coaching or training over six months next.
If you have been assigned a non-GWC follower to a role – this section is for you! First – you must believe that you should not tolerate GWC problems in your program. Until you believe, nothing will change. Even if it takes a year or more to fix it – know that you CAN have a program filled with people who Ask, Want, and Have the Capacity to do the job! If that happens – Everything becomes easier.
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So how does a program manager solve the “GWC” problem? The first step is always to talk to people directly. During the conversation, you can ask if they have the “requirements, desires and qualifications” for the role. 90% of them know this is a problem and they will tell you all about it! 10% of the time, you need to help them see your concerns. In any case, the first step is to talk to the person and understand that GWC is the problem. The second step is to ask what needs to be done. Usually, they can find or recommend someone who is a good fit for GWC and you can switch programs quickly. Sometimes, you can’t find the right GWC. In that case, you should add it to the problem list as a long-term problem that needs to be monitored and resolved. In some cases, especially for those with limited capacity, you can create solutions that still allow the program to achieve its goals. However, if a solution cannot be found, send the problem to the steering committee for assistance in resolving it. By using clear GWC roles and tools, over time you can have a team of the right people to help you achieve the right level of resilience. Additional considerations for determining business viability team engagement can be found in the chart below.
Castellan has helped develop business continuity and IT disaster recovery programs for organizations of all sizes in virtually every industry. During Castellan’s 15 years of developing world-class programs, one of the six core elements he has identified as the primary driver of program success is Engagement.
If you want to accelerate management support to ensure business viability – you should check out our free guide to building executive support: Executive Support Amplifier. Provides 5 simple steps to build support without having to “sell” anyone!
If you’re ready to get real help getting results fast, book a strategy session with a member of my team today to:
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To learn more about integrated risk management, download our e-book, Conquer the New World of Risk with Integrated Risk Management.
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Performance cookies are used to understand and analyze key website performance indicators to help provide a better user experience for visitors. In this article, we discuss testing your strategy developed in the previous article. If you haven’t read the previous articles in this series, I recommend you check them out.
The test is conducted in different phases and in each phase you have to attempt different targets. When developing your ITDRP, you should begin testing your strategy before documenting it as a formal plan. How to test DRP depends on your goals. This article discusses different methods you can use to test DRP at different stages for different purposes, then focuses on the tests you should perform before recording your strategy in the form of a plan.
Test objectives determine whether you should test your DR strategy before documenting it, when you operate it, or during a maintenance phase such as
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