By Peter Gregory CISA CISSP, Philip Jan Rothstein

Hay muy poca literatura en este tema tan claro y basic como este libro, simplemente excelente

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This list of personnel might include other employees, customers, and the news media. ߜ Identify basic recovery plans. Roughed-in procedures that can get critical systems running again. ߜ Develop processing alternatives. Ideas on how and where to get critical systems going, in case the building in which you now house them becomes unavailable. ߜ Enact preventive measures. Steps the organization can take quickly, in advance, to make recovery easier, as well as measures to prevent a disaster in the first place.

For instance, you set an RTO to 24 hours. , interrupting a business process. m. the following day. The RTO must be less than the MTD. For example, if you set the MTD for a given process for two days, you need to make the RTO less than two 19 20 Part I: Getting Started with Disaster Recovery days, or your business may have failed (or put failure in its destiny) before you get the process running again! In other words, if you think that the business will fail if a particular business process is unavailable for two days, you must make the target time in which you plan to recover that process far less than two days.

A disaster can disrupt transportation and communications infrastructure, kill or injure staff members or their family members, and damage staff members’ property. For any of these (and other) reasons, staff members may be unavailable for short or long periods of time after a disaster. So you should select at least one alternate staff member for each member on the Emergency Response Team. Treat these alternate team members as full team members because you might have to call them into action when a disaster occurs.

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IT Disaster Recovery Planning For Dummies by Peter Gregory CISA CISSP, Philip Jan Rothstein
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