Organizations are increasingly dependent on information technology in the running of their operations. The disaster recovery plan offers a documentation guidelines that an organization will follow to execute its disaster recovery process. These actions are taken before, during, and after a disaster whether natural, manmade, or environmental (Holtsnider & Jaffe, 2012).
The possible disasters are power outages, natural disaster such as an earthquake, a firestorm, a terrorist attack, theft, hardware failure, and a ransom or virus attack. The organization aims at resuming normal operations in the shortest time possible. As such, the plan is a guide on disaster readiness, recovering, mitigating, and preventing its occurrence in the future. Potential sources of fire are identified as overloaded electrical outlines and human carelessness such as smoking and lighting candles. Since the capacity of the business in stopping a fire is limited to the fire extinguishers available at the premises, it will rely on local authorities and disaster specialists to contain the fire (Holtsnider & Jaffe, 2012).
In my organization, the disaster recovery team is made up of 10 members. These individuals cut across the top, middle, and operational management levels. They include the chief executive officer, the business continuity and disaster manager, the ICT manager, a legal advisor, the technical and incident manager, the operations representative, a communications officer, and risk assessment and security controller. The business continuity and recovery manager is the team leader and the single point of contact when a disaster occurs. When this plan is initiated, this team takes control of the operations (Holtsnider & Jaffe, 2012).
The most important items for salvaging in case of a disaster are CCTV equipment, workstation laptops, and crucial paper documents. Once the alarms go off, people should leave immediately and meet at the fire assembly point. Crucial electronic data is stored in the IT center and is backed up twice. The time frame for recovery of normal functions will be two weeks. In the event that the building is rendered unsafe following a fire, a terror attack or a power failure, it will be protected during the day by alarms outside work hours (Holtsnider & Jaffe, 2012).
Vital equipment will be checked by designated individuals whose numbers are listed in the recovery plan. These include air conditioning, security alarms, CCTV system, electricity supply, fire alarm, firefighting equipment, natural gas supply, LPG tank, telephone, water, and internet connection. Before any fire restoration is done, the building should be screened for toxic chemicals. To aid in data recovery, employees should not turn off electrical supply to any computer, run a hard disk drive to retrieve data, or move damaged computers (GrossJr, 2017).
The recovery point objectives are backing up every device, cloud backups, automatic backups, and fast recovery. Additionally, tapes of backups are sent to the company’s remote data site. The recovery time objectives aim to resume normal operations at the site in two weeks. However, selected staff will be moved to the company’s hot site to work on key business processes. This hot site has the required hardware and crucial applications data mirrored in real time. Through this hot site, the business will resume crucial operations in less than one hour. The business can survive three months after the point of initial disruption. Internal database solutions in the hot site will be used to enable the business to move forward after the disruption (GrossJr, 2017).