Disaster Recovery Plan

A disaster recovery plan is a documented process to recover and protect a business IT infrastructure in the event of a disaster. Basically, it provides a clear idea on various actions to be taken before, during and after a disaster.

Disasters are natural or man-made. Examples include industrial accidents, oil spills, stampedes, fires, nuclear explosions/nuclear radiation and acts of war etc. Other types of man-made disasters include the more cosmic scenarios of catastrophic global warming, nuclear war, and bioterrorism whereas natural disasters are earthquakes, floods, heat waves, hurricanes/cyclones, volcanic eruptions, tsunamis, tornadoes and landslides, cosmic and asteroid threats.

Disaster cannot be eliminated, but proactive preparation can mitigate data loss and disruption to operations. Organizations require a disaster recovery plan that includes formal Plan to consider the impacts of disruptions to all essential businesses processes and their dependencies. Phase wise plan consists of the precautions to minimize the effects of a disaster so the organization can continue to operate or quickly resume mission-critical functions.

The Disaster Recovery Plan is to be prepared by the Disaster Recovery Committee, which includes representatives from all critical departments or areas of the department’s functions. The committee should have at least one representative from management, computing, risk management, records management, security, and building maintenance. The committee’s responsibility is to prepare a timeline to establish a reasonable deadline for completing the written plan. The also responsible to identify critical and noncritical departments. A procedure used to determine the critical needs of a department is to document all the functions performed by each department. Once the primary functions have been recognized, the operations and processes are then ranked in order of priority: essential, important and non-essential.

Typically, disaster recovery planning involves an analysis of business processes and continuity needs. Before generating a detailed plan, an organization often performs a business impact analysis (BIA) and risk analysis (RA), and it establishes the recovery time objective (RTO) and recovery point objective (RPO). The RTO describes the target amount of time a business application can be down, typically measured in hours, minutes or seconds. The RPO describes the previous point in time when an application must be recovered.

The plan should define the roles and responsibilities of disaster recovery team members and outline the criteria to launch the plan into action, however, there is no one right type of disaster recovery plan, nor is there a one-size-fits-all disaster recovery plan. Basically, there are three basic strategies that feature in all disaster recovery plans: (a) preventive measures, (b) detective measures, and (c) corrective measures.

(a) Preventive measures: will try to prevent a disaster from occurring. These measures seek to identify and reduce risks. They are designed to mitigate or prevent an event from happening. These measures may include keeping data backed up and off-site, using surge protectors, installing generators and conducting routine inspections.

(b) Detective measures: These measures include installing fire alarms, using up-to-date antivirus software, holding employee training sessions, and installing server and network monitoring software.

(c) Corrective measures: These measures focus on fixing or restoring the systems after a disaster. Corrective measures may consist keeping critical documents in the Disaster Recovery Plan.

The Plan should include a list of first-level contacts and persons/departments within the company, who can declare a disaster and activate DR operations. It should also include an outline and content stating the exact procedures to be followed by a disaster. At least 2-4 potential DR sites with hardware/software that meets or exceeds the current production environment should be made available. DR best practices indicate that DR sites should be at least 50 miles away from the existing production site so that the Recovery Point Objective (RPO)/Restoration Time Objective (RTO) requirements are satisfied

The recovery plan must provide for initial and ongoing employee training. Skills are needed in the reconstruction and salvage phases of the recovery process. Your initial training can be accomplished through professional seminars, special in-house educational programs, the wise use of consultants and vendors, and individual study tailored to the needs of your department. A minimal amount of training is necessary to assist professional restorers/recovery contractors and others having little knowledge of your information, level of importance, or general operations

An entire documented plan has to be tested entirely and all testing report should be logged for future prospect. This testing should be treated as live run and with ample of time. After testing procedures have been completed, an initial “dry run” of the plan is performed by conducting a structured walk-through test. The test will provide additional information regarding any further steps that may need to be included, changes in procedures that are not effective, and other appropriate adjustments. These may not become evident unless an actual dry-run test is performed. The plan is subsequently updated to correct any problems identified during the test. Initially, testing of the plan is done in sections and after normal business hours to minimize disruptions to the overall operations of the organization. As the plan is further polished, future tests occur during normal business hours.

Once the disaster recovery plan has been written and tested, the plan is then submitted to management for approval. It is top management’s ultimate responsibility that the organization has a documented and tested plan. Management is responsible for establishing the policies, procedures, and responsibilities for comprehensive contingency planning, and reviewing and approving the contingency plan annually, documenting such reviews in writing.

Another important aspect that is often overlooked involves the frequency with which DR Plans are updated. Yearly updates are recommended but some industries or organizations require more frequent updates because business processes evolve or because of quicker data growth. To stay relevant, disaster recovery plans should be an integral part of all business analysis processes and should be revisited at every major corporate acquisition, at every new product launch, and at every new system development milestone.

Your business doesn’t remain the same; businesses grow, change and realign. An effective disaster recovery plan must be regularly reviewed and updated to make sure it reflects the current state of the business and meets the goals of the company. Not only should it be reviewed, but it must be tested to ensure it would be a success if implemented.

Music Producers – You Can Pursue Your Passion

Something thats always bugged me about music production is we limit it. If you tell someone that you are a music producer you either have a Benz, or a loser with a dream.

For some reason people have this idea that there is no middle ground in a music production career. Either you’re making millions or its a hobby.

Thats just not true. Why can’t you be a music producer who makes a modest 60-70k per year? That’s more than most people make with their little college degrees. Not to mention you’re doing something you enjoy. You were born with a passion and talent for music, why not take advantage of it?

You don’t have to be the next timbo or neptunes. Their is a lucrative career in TV music, movie score, commercial jingles, etc… Those are just a few of the things you can do to make money as a music producer.

I think the real reason people are scared of pursuing a career in music is because it requires you to be an entrepreneur. Sure there are production companies you can work for, but you still are an entrepreneur. You are CREATING a product. The product obviously is your music.

You can choose to sell your product any way you choose. Some producers choose to sell them to production companies, who then re-sell them for more profits. Some producers sell them online to up and coming artist. Some producers sell them to big budget artist for $40-$50k per beat.

Using A Broker For Your Business Mobiles: What Are The Key Benefits?

It is the question on the minds of procurement managers and business owners nationwide and one that could significantly impact the productivity of a business, “is it better for me to go direct to a major network for a business phone contract or use a broker?”

Often businesses operate under the misconception that going to a network directly will garner them the most cost-effective prices and ultimately the most ‘secure’ deal due to the fact that they are dealing with a big name in the telecommunications industry. But is this always this case? Below we explore some of the benefits that a business mobile broker could bring to your business.

Why should businesses use a mobile phone broker?

Contract range
With extensive marketing budgets and overall market share it may appear that a network will have anything and everything your business needs from a mobile contract, but the packages that networks offer to businesses tend to be rather rigid in their offering and therefore a business may end up with a deal that is not necessarily the best package for the requirements of each individual. The end result of this is multiple contracts with multiple networks that not only leads to an administrative nightmare but also increases costs exponentially.

Moreover, a business may not even fully understand the intricacies of their requirements, with which the business is able to run efficiently. Where a broker can assist is in the negotiation of these contracts due to the strong connections they have with these large networks, developed over many years of working alongside each other and due to the sheer volume of potential custom they can bring. This ultimately leads to the brokers effectively negotiating the ideal contracts to suit a business model.

Their effective negotiation skills and their ability to identify the most suitable packages for a business is precisely the reason why a broker is a much more cost-effective solution. Many perceive that a broker’s cost is simply added on top of an already established cost structure, however, the buying power that a broker will bring to the table is second to none and therefore effective negotiation is part and parcel of their role. Furthermore, as brokers aren’t supplementing substantial marketing budgets or operating their services with a specific profit target to maintain their share price, they are able to offer these cost-effective solutions without adding an astronomical fee on top.

Account management
Now a business has a contract in place, what happens when something goes wrong, they have a query or they simply need some support with a mobile device? For those dealing directly with large networks this usually means waiting on hold for an inordinate amount of time and subsequently being passed from pillar to post until you reach the right person. The fact of the matter is that large networks are simply inundated with these type of queries, and more often than not your first contact will not have adequate training to provide you with the support needed and don’t know one business from the next.

Mobile brokers will have a strong team behind them, with decades if not centuries of expertise between them in the mobile communications industry. These teams will know a business, know their requirements and will ultimately be able to regularly assess that their current mobile contract meets the ever-changing needs of a business. This investment in high quality customer service is one of the major factors that entices businesses to use a broker each and every time they require a mobile contract.

As we have demonstrated, the use of a mobile phone broker can be an invaluable asset to any business looking for the right mobile solution. Whilst deciding to go with a broker is a fantastic first step, choosing a poor broker is on a par with a poor network, therefore choosing that ideal broker for your business is essential; check their reviews, their finances, ask for referrals, anything so that you feel confident that they will provide your business with the best service.

One Bad Decision Can Cost a Hospital Millions

Things can go wrong without the right team in place

I recently read an article that was attempting to explain the cost overrun experienced by a hospital during the launch of their new EMR. The article was clear on what caused the overrun but failed to communicate why the decision was made that created the cause.

In many hospitals, emotions can run high fueled by attitudes of resistance to change. The pressures and stress associated with go-live can be a challenge to manage; however, allowing those forces to affect decision-making can have lasting adverse financial effects. When all planning, budget, constraints, and common sense that should be applied are set aside, you can almost always expect the worse. It may feel like appeasement is the right thing to do to relieve the stress, but it may not be the best thing. Sticking to the plan, and staying within the budget should always be the guiding factor that drives decisions even when the pressure is great.

It’s unfortunate, but some decisions are based on problems that may not exist at all but are only perceived based on excessive negativity. Having an experienced team in place that can help make decisions based on fact is vital.

Negotiating Skills Do Pay Off!

When doing logistics, treat it like it’s your money

Getting one of the best hotels in the city to give you the lowest rate with great concessions is excellent. In this agreement, the hotel managed the flight itineraries and provided transportation to and from the airport. They supplied one large conference room for orientation and then surprised us in the contract with a complimentary welcome reception for 120 guests with heavy hors-d’oeuvres. Provided two fifty-six seat luxury buses and several shuttles to transport consultants to the training facility and back. They also agreed to use their shuttles to take those consultants that worked within two miles of hotel to work and back each day. Everything listed above was in the price of the rooms $105.09 with tax. Note, this took a huge burden off the consulting firm, and the savings were passed on to the hospital.

When a hospital hires a consulting firm, that consulting company should put forth all effort to save money, not spend money. Creating a positive cost variance (CV) indicates the consulting firm is in fact on your team. Negotiating for the best price is good, but getting the most value for the lowest price is better.

Consultants Saved the Day!

Good consultants can mean the difference between success and failure

I sat in an auditorium with over three hundred consultants when the speaker invited to the podium the senior implementation project manager. “Dr. So and So has overseen the EMR implementation of nineteen plus hospitals please give him a round of applause.” Wow, nineteen projects that’s impressive. However, it turned out to be a challenging project in many areas but mainly with significant workflow issues.

Although it is confusing why this happens, it is clear the leadership was out of touch. Seeking someone with excellent qualifications can be attractive for any hospital, but having someone with the insight that can eliminate problems before they exist is priceless. I am not sure why this project manager didn’t know this.

Fortunate for everyone the consultants came with the experience and knowledge necessary to handle these types of issues. Jumping into action and based on past experiences they began the process of educating the staff and leadership on what works. This go-live would have never survived without the tremendous efforts of the consultant.

‘Official’ Blockchain Standards for 2019

The succinct statement details the government’s pending official definitions of blockchain regulations. Publicly advertised rationales may appear comparatively innocuous or indeed prudent yet such official justifications are an obvious attempt at the curtailing rather than development of decentralized technologies. Even rudimentary, preliminary investigation of the statements highlight what may generously be labelled as contentious logic.

“China is set to publish official standards on blockchain technology next year, with one official telling Xinhua they will “give the industry some guidance” on the technology.

Li Ming, a director of the Blockchain Research Office under the Ministry of Industry and Information Technology (MIIT), told Xinhua’s Economic Information Daily that work had already begun on forming the standards. Li, however, made clear that while standards would provide some guidance to blockchain developers, authorities did not expect official guidelines to “quickly advance the development” of the industry. Despite efforts to clamp down on the financial risks associated with cryptocurrencies and initial coin offerings, the Chinese government has looked to show its support for blockchain development. China was the world’s biggest source of blockchain patents in 2017, while last September saw a blockchain research center opened by the China Academy of Information and Communications Technology, a research institution under the MIIT.

The new standards being drawn up by the Blockchain Research Office will include guidelines for the application of blockchain in terms of business, information security and reliability, Li told Xinhua. Despite the exciting potential surrounding blockchain, the technology remains in a stage of infancy. Without clear regulations in place, security problems have caused nearly 2.9 billion US dollars’ worth of losses worldwide between 2011 and 2018, according to Baimaohui Security Research Center, a specialist in online security that has worked with Alibaba and Huawei.

The last two years alone have seen 1.9 billion US dollars lost because of blockchain security issues, according to Baimaohui. Not only are China’s leading tech firms and banks applying for blockchain patents and researching how the technology can improve services and boost public trust in supply chains, China’s Ministry of Public Security is also studying how to implement the technology in terms of data storage. Earlier this week, data from China’s Intellectual Property Office showed that a patent application had been filed by the Ministry of Public Security for a blockchain system that would securely and transparently save unalterable data to the cloud. Such a system could be used and shared by police across the country, allowing data to be shared rapidly between various agencies. ( CGTN )”

To begin let’s not forget the differentiation of decentralized capacities versus centralized services. A regionally authorized service naturally adheres to geographically specific governing legislation. For example an international fast food chain may, in some European countries, sell alcoholic beverages over the counter while the same operator is typically not permitted to do so in North America. This variation is possible because of service use being localized. To have ‘official’ guidelines of decentralized capabilities would be to imagine access and or use of decentralized services being regional, or under the same legislation. It may not. It is decentralized.

Secondly it has been calculated by the American Government Accountability Office ( GAO ), that the 2008 financial crises cost $12.8 trillion dollars. This further omits subsequent bailouts, unemployment and broad reaching detrimental consequences suffered by millions.

The causes of the 2008 financial crises have been largely attributed to deregulation, securitization (double dipping and bundling), sales of subprime mortgages and the Federal Reserve’s raising rates on subprime borrowers. In short, actions conducted by government, banking and financial industries.

By contrast for one set of activities to lose under $3 billion over seven years is minuscule. Regardless of political stance, decentralized technologies offer the capacity for individual’s independently enacting personal choice. Personal loss resulting from bad decision making, such as ICO investment, is contained. Moreover it is a conscious participation where any individual may only invest or access a set amount, that which is in their immediate control. Compare this ceiling to unilateral extents achievable by governments and corporations.

To incorporate decentralized technology into one regional government’s operational guidelines may prove nothing more than redundant methods of double accounting. Used by individuals whom may collectively be under no single government’s purview, concurrently decentralized technological capacity must itself be equally discovered.