IT Disaster Recovery and Business Continuity Plan

Information Technology Statement of Intent

This document delineates our policies and procedures for technology disaster recovery, as well as our process-level plans for recovering critical technology platforms and the telecommunications infrastructure. This document summarizes our recommended procedures.  In the event of an actual emergency situation, modifications to this document may be made to ensure physical safety of our people, our systems, and our data.

Our mission is to ensure information system uptime, data integrity and availability, and business continuity.

Policy Statement

Corporate management has approved the following policy statement:

• The company shall develop a comprehensive IT disaster recovery plan.
• A formal risk assessment shall be undertaken to determine the requirements for the disaster recovery plan.
• The disaster recovery plan should cover all essential and critical infrastructure elements, systems and networks, in accordance with key business activities.
• The disaster recovery plan should be periodically tested in a simulated environment to ensure that it can be implemented in emergency situations and that the management and staff understand how it is to be executed.
• All staff must be made aware of the disaster recovery plan and their own respective roles.
• The disaster recovery plan is to be kept up to date to take into account changing circumstances.

Objectives

The principal objective of the disaster recovery program is to develop, test and document a well-structured and easily understood plan which will help the company recover as quickly and effectively as possible from an unforeseen disaster or emergency which interrupts information systems and business operations.  Additional objectives include the following:

•      The need to ensure that all employees fully understand their duties in implementing such a plan

•      The need to ensure that operational policies are adhered to within all planned activities

•      The need to ensure that proposed contingency arrangements are cost-effective

•      The need to consider implications on other company sites

•      Disaster recovery capabilities as applicable to key customers, vendors and others

Key Personnel Contact Info

 

Name, Title	Contact Option	Contact Number
Sean Dyer – Sr VP Engineering	Work	844-425-8209
	Alternate
	Mobile	603-508-0447
	Home	603-329-7334
	Email Address	sdyer@blub0x.com
	Alternate Email
Patrick Barry - CEO	Work	844-425-8209
	Alternate
	Mobile	(917) 656-0526
	Home
	Email Address	pbarry@blub0x.com
	Alternate Email
Patrick de Cavaignac - COO	Work	(844) 425-8209 ext.703
	Alternate
	Mobile	(914) 255-0025
	Home
	Email Address	patdecav@blub0x.com
	Alternate Email
Simon Goldshmid – VP Engineering	Work	(844) 425-8209
	Alternate
	Mobile	781-883-3284
	Home
	Email Address	sgoldshmid@blub0x.com
	Alternate Email
Robert Domings – Sr Engineer	Work	978-257-5186
	Alternate
	Mobile	978-257-5186
	Home	978-609-7557
	Email Address	bbrown@blub0x.com
	Alternate Email
Shaun Peterson – Director Customer Support	Work	(844) 425-8209 Ext. 2
	Alternate
	Mobile	(978) 609-7557
	Home
	Email Address	speterson@blub0x.com
	Alternate Email

 

Notification Calling Tree

 

 

1       Plan Overview

 

1.1    Plan Updating

 

It is necessary for the DRP updating process to be properly structured and controlled.  Whenever changes are made to the plan they are to be fully tested and appropriate amendments should be made to the training materials. This will involve the use of formalized change control procedures under the control of the IT Director or Sr VP Engineering.

 

1.2    Plan Documentation Storage

 

Copies of this Plan, CD, and hard copies will be stored in secure locations to be defined by the company.  Each member of senior management will be issued a CD and hard copy of this plan to be filed at home.  Each member of the Disaster Recovery Team and the Business Recovery Team will be issued a CD and hard copy of this plan.   A master protected copy will be stored on specific resources established for this purpose in the Engineering Sharepoint Site on Office 365. 

 

1.3    Backup Strategy

 

Key business processes and the agreed backup strategy for each are listed below.  The strategy chosen is for a fully mirrored recovery site at the company’s datacenter in California. This strategy entails the maintenance of a fully mirrored duplicate site which will enable instantaneous switching between the live site (headquarters) and the backup site.

 

 

KEY BUSINESS PROCESS	BACKUP STRATEGY
IT Operations	Fully mirrored recovery site
Tech Support - Hardware	Fully mirrored recovery site
Tech Support - Software	Fully mirrored recovery site
Facilities Management	Fully mirrored recovery site
Email	Fully mirrored recovery site
Purchasing	Fully mirrored recovery site
Disaster Recovery	Fully mirrored recovery site
Finance	Fully mirrored recovery site
Contracts Admin	Fully mirrored recovery site
Warehouse & Inventory	Fully mirrored recovery site
Product Sales	Fully mirrored recovery site
Maintenance Sales	Fully mirrored recovery site
Human Resources	Off-site data storage facility
Testing Fully Mirrored Recovery site -	Fully mirrored recovery site
Call Center	Fully mirrored recovery site
Web Site	Fully mirrored recovery site

 

1.4    Risk Management

There are many potential disruptive threats which can occur at any time and affect the normal business process. We have considered a wide range of potential threats and the results of our deliberations are included in this section.  Each potential environmental disaster or emergency situation has been examined. The focus here is on the level of business disruption which could arise from each type of disaster.

 

Potential disasters have been assessed as follows:

 

Potential Disaster	Probability Rating	Impact Rating	Brief Description Of Potential Consequences & Remedial Actions
Flood	1	3	All data and sourcecode is backed up in geo-redundant location.
Fire	1	3	All data and sourcecode is backed up in geo-redundant location.
Tornado	5		All data and sourcecode is backed up in geo-redundant location.
Electrical storms	5		All data and sourcecode is backed up in geo-redundant location.
Act of terrorism	5		May disrupt internet/communications
Act of sabotage	5		All data and sourcecode is backed up in geo-redundant location.
Electrical power failure	3	4	This only affects people working from home as power failure usually means internet failure as well.
Loss of communications network services	4	4	Fully redundant network access at datacenter

 

Probability: 1=Very High, 5=Very Low             Impact: 1=Total destruction, 5=Minor annoyance

 

2       Emergency Response

 

2.1      Alert, escalation and plan invocation

2.1.1  Plan Triggering Events

Key trigger issues at headquarters that would lead to activation of the DRP are:

•      Total loss of all communications

•      Partial or total loss of website functionality

•      Total loss of power

•      Flooding of the premises

•      Loss of the building

2.1.2 Assembly Points

Where the premises need to be evacuated, the DRP invocation plan identifies two evacuation assembly points:

•      Primary – Far end of main parking lot;

•      Alternate – Parking lot across the street

During off-hours, staff should remain at home and work remotely.  All email and phone services are provided as a service and will not be affected by the HQ building being physically unavailable.

2.1.3  Activation of Emergency Response Team

When an incident occurs the Emergency Response Team (ERT) must be activated.  The ERT will then decide the extent to which the DRP must be invoked.   All employees must be issued a Quick Reference card containing ERT contact details to be used in the event of a disaster.  Responsibilities of the ERT are to:

•      Respond immediately to a potential disaster and call emergency services;

•      Assess the extent of the disaster and its impact on the business, data center, etc.;

•      Decide which elements of the DR Plan should be activated;

•      Establish and manage disaster recovery team to maintain vital services and return to normal operation;

•      Ensure employees are notified and allocate responsibilities and activities as required.

2.2    Disaster Recovery Team

The team will be contacted and assembled by the ERT.  The team's responsibilities include:

•      Establish facilities for an emergency level of service within 2.0 business hours;

•      Restore key services within 4.0 business hours of the incident;

•      Recover to business as usual within 8.0 to 24.0 hours after the incident;

•      Coordinate activities with disaster recovery team, first responders, etc.

•      Report to the emergency response team.

2.3    Emergency Alert, Escalation and DRP Activation

This policy and procedure has been established to ensure that in the event of a disaster or crisis, personnel will have a clear understanding of who should be contacted.  Procedures have been addressed to ensure that communications can be quickly established while activating disaster recovery. 

The DR plan will rely principally on key members of management and staff who will provide the technical and management skills necessary to achieve a smooth technology and business recovery.  Suppliers of critical goods and services will continue to support recovery of business operations as the company returns to normal operating mode.  

2.3.1  Emergency Alert

The person discovering the incident calls a member of the Emergency Response Team in the order listed:

 

Emergency Response Team

• Shaun Peterson

• Sean Dyer

•Simon Goldshmid

 

If not available try:

• Robert Domings

• Patrick Barry

 

The Emergency Response Team (ERT) is responsible for activating the DRP for disasters identified in this plan, as well as in the event of any other occurrence that affects the company’s capability to perform normally. 

One of the tasks during the early stages of the emergency is to notify the Disaster Recovery Team (DRT) that an emergency has occurred. The notification will request DRT members to assemble at the site of the problem and will involve sufficient information to have this request effectively communicated. The Business Recovery Team (BRT) will consist of senior representatives from the main business departments. The BRT Leader will be a senior member of the company's management team, and will be responsible for taking overall charge of the process and ensuring that the company returns to normal working operations as early as possible.

2.3.2  DR Procedures for Management

Members of the management team will keep a hard copy of the names and contact numbers of each employee in their departments.  In addition, management team members will have a hard copy of the company’s disaster recovery and business continuity plans on file in their homes in the event that the headquarters building is inaccessible, unusable, or destroyed.

2.3.3  Contact with Employees

Managers will serve as the focal points for their departments, while designated employees will call other employees to discuss the crisis/disaster and the company’s immediate plans.  Employees who cannot reach staff on their call list are advised to call the staff member’s emergency contact to relay information on the disaster.

2.3.4  Backup Staff

If a manager or staff member designated to contact other staff members is unavailable or incapacitated, the designated backup staff member will perform notification duties.

2.3.5  Recorded Messages / Updates

For the latest information on the disaster and the organization’s response, staff members can call the main number listed in the DRP wallet card.  Included in messages will be data on the nature of the disaster, assembly sites, and updates on work resumption.

2.3.7  Alternate Recovery Facilities / Hot Site

If necessary, the hot site will be activated and notification will be given via recorded messages or through communications with managers.  Hot site staffing will consist of members of the disaster recovery team only for the first 24 hours, with other staff members joining at the hot site as necessary.  If a hot site is not required, team members may work from home using Skype, cell phones and internet connections.

2.3.8  Personnel and Family Notification

If the incident has resulted in a situation which would cause concern to an employee’s immediate family such as hospitalization of injured persons, it will be necessary to notify their immediate family members quickly.

 

3       Media

 

3.1    Media Contact

Assigned staff will coordinate with the media, working according to guidelines that have been previously approved and issued for dealing with post-disaster communications.

 

3.2    Media Strategies

1.     Avoiding adverse publicity

2.     Take advantage of opportunities for useful publicity

3.     Have answers to the following basic questions:

·      What happened?

·      How did it happen?

·      What are you going to do about it?

 

3.3    Media Team

•      Jesica Trejo

•      Ed O’Callaghan

•      Patrick Barry

 

3.4     Rules for Dealing with Media

Only the media team is permitted direct contact with the media; anyone else contacted should refer callers or in-person media representatives to the media team.

 

4       Insurance

As part of the company’s disaster recovery and business continuity strategies, a number of insurance policies have been put in place.  These include errors and omissions, general liability, and an umbrella policy. 

If insurance-related assistance is required following an emergency out of normal business hours, please contact: Michael Araujo – maraujo@blub0x.com

5       Financial and Legal Issues

 

5.1    Financial Assessment

 

The emergency response team shall prepare an initial assessment of the impact of the incident on the financial affairs of the company. The assessment should include:

• Loss of financial documents
• Loss of revenue
• Theft of checkbooks, credit cards, etc.
• Loss of cash

 

5.2    Financial Requirements

 

The immediate financial needs of the company must be addressed.  These can include:

• Cash flow position
• Temporary borrowing capability
• Upcoming payments for taxes, payroll taxes, Social Security, etc.
• Availability of company credit cards to pay for supplies and services required post-disaster

 

5.3    Legal Actions

 

The company legal department and ERT will jointly review the aftermath of the incident and decide whether there may be legal actions resulting from the event; in particular, the possibility of claims by or against the company for regulatory violations, etc.

 

6       DRP Exercising

 

Disaster recovery plan exercises are an essential part of the plan development process.  In a DRP exercise no one passes or fails; everyone who participates learns from exercises – what needs to be improved, and how the improvements can be implemented.  Plan exercising ensures that emergency teams are familiar with their assignments and, more importantly, are confident in their capabilities.

 

Successful DR plans launch into action smoothly and effectively when they are needed. This will only happen if everyone with a role to play in the plan has rehearsed the role one or more times.  The plan should also be validated by simulating the circumstances within which it must work and seeing what happens.

 

Appendix A – Technology Disaster Recovery Plan Templates

 

 

Disaster Recovery Plan for BluSKY DB

SYSTEM

 

OVERVIEW
PRODUCTION SERVER	Location: Azure East US Server Model:  Unknown Operating System:  Windows/Azure SQL CPUs: 20 Memory: 64GB  Total Disk: 2000GB System Handle:  System Serial #: DNS Entry:  Redacted IP Address:  Redacted Other:
HOT SITE SERVER	Azure West US
APPLICATIONS (Use bold for Hot Site)	SQL Server – hot mounted with real-time SQL replication from US East server
ASSOCIATED SERVERS	Redacted

 

KEY CONTACTS
Hardware Vendor	N/A
System Owners	N/A
Database Owner	Engineering – Sean Dyer, Simon Goldshmid, Robert Domings, Vadim Ivantsevich
Application Owners	Engineering – Sean Dyer, Simon Goldshmid, Robert Domings, Vadim Ivantsevich
Software Vendors	Microsoft
Offsite Storage	None

 

BACKUP STRATEGY FOR SYSTEM ONE
Daily	Azure Default Backup Strategy/Storage
Monthly	Azure Raw Storage
Quarterly	Azure Raw Storage

 

SYSTEM ONE DISASTER RECOVERY PROCEDURE
Scenario 1   Total Loss of Data	Fail over to hot-backup site in Western US. Perform rebuild of primary server in US East with backup and incrementals from Azure backups.  Add incrementals from new activity occurring in West server.  Fail back.
Scenario 2   Total Loss of HW	Fail over to hot-backup site in Western US. Perform rebuild of primary server in US East by re-commissioning in Azure Portal.  Perform data restoration as above in Total Loss of Data.  Restore to Eastern US datacenter.

 

 

ADDENDUM

 

CONTACTS
Sean Dyer	sdyer@blub0x.com 603-508-0447
Simon Goldshmid	sgoldshmid@blub0x.com 781-883-3284
Robert Domings	bbrown@blub0x.com
Vadim Ivantsevich	vindigo@blub0x.com

 

File Systems 12-01-2017

File System as of 12-01-2017   Minimal file systems to be created and restored from backup:	Filesystem            kbytes       Used       Avail       %used         Mounted on Database BluB0X   1300GB of 2000GB capacity Database BluB0XLogs 65GB of 100GB capacity
Other critical files to modify	None
Necessary directories to create	N/A
Critical files to restore	Database files, as outlined in Complete Data Loss above
Secondary files to restore	None
Other files to restore	None

 

 

 

Disaster Recovery Plan for BluSKY Webservers

SYSTEM

 

OVERVIEW
PRODUCTION SERVER	Location: Azure US East datacenter Server Model:  Default1 (Standard: 2 Large) Operating System:  Windows 2019 DNS Entry:  https://blusky.blub0x.com IP Address:  Redacted Other:
HOT SITE SERVER	This is part of a dynamic pool that scales out on demand
APPLICATIONS (Use bold for Hot Site)	BluSKY
ASSOCIATED SERVERS	N/A

 

KEY CONTACTS
Hardware Vendor	Microsoft Azure
System Owners	Microsoft
Database Owner	Engineering – Sean Dyer, Simon Goldshmid, Robert Domings, Vadim Ivantsevich
Application Owners	Engineering – Sean Dyer, Simon Goldshmid, Robert Domings, Vadim Ivantsevich
Software Vendors	Microsoft
Offsite Storage	Not Applicable

 

BACKUP STRATEGY for SYSTEM TWO
Daily	Azure Raw Storage
Monthly	Azure Raw Storage
Quarterly	Not Applicable – this is an application server,not a db.

 

SYSTEM TWO DISASTER RECOVERY PROCEDURE
Scenario 1   Total Loss of Data	Not Applicable – see System 1 BluSKY Database
Scenario 2   Total Loss of HW	If the hardware fails, additional machines will automatically launch based on availability, CPU load and available RAM.  If the entire datacenter goes down, then fail over to West Coast Azure Website and rebuild East coast with either latest OS backup or re-deploy from Source Control.

 

 

ADDENDUM

 

CONTACTS
Sean Dyer	sdyer@blub0x.com 603-508-0447
Simon Goldshmid	sgoldshmid@blub0x.com 781-883-3284
Robert Domings	bbrown@blub0x.com
Vadim Ivantsevich	vindigo@blub0x.com

 

 

File Systems 12-01-2017

File System as of 12-01-2017   Minimal file systems to be created and restored from backup:	Filesystem            kbytes       Used       Avail       %used         Mounted on   IIS directory
Other critical files to modify	Not Applicable
Necessary directories to create	Not Applicable
Critical files to restore	Not Applicable
Secondary files to restore	Not Applicable
Other files to restore	Not Applicable

 

Disaster Recovery Plan for Voice Communications

 

SYSTEM

 

OVERVIEW
EQUIPMENT	Provided as a service from Cricket
HOT SITE EQUIPMENT	Not applicable
SPECIAL APPLICATIONS
ASSOCIATED DEVICES

 

KEY CONTACTS
Hardware Vendor	Cricket
System Owners	Cricket
Database Owner	Not Applicable
Application Owners	Jesica Trejo
Software Vendors	Not Applicable
Offsite Storage	Not Applicable
Network Services	Not Applicable

 

BACKUP STRATEGY for Voice Communications
Daily	Not Applicable
Monthly	Not Applicable
Quarterly	Not Applicable

 

SYSTEM TWO DISASTER RECOVERY PROCEDURE
Scenario 1   Total Loss of Switch	Not Applicable – provided as a service
Scenario 2   Total Loss of Network	Employees will use their cell phones until service is restored.  As an alternative to that, employees can also use Skype.

 

 

ADDENDUM

 

CONTACTS
Jesica Trejo	Jtrejo@blub0x.com

 

Disaster Recovery Plan for Email Communications

 

SYSTEM

 

OVERVIEW
EQUIPMENT	Provided as a service from Microsoft Office 365
HOT SITE EQUIPMENT	Not applicable
SPECIAL APPLICATIONS
ASSOCIATED DEVICES

 

KEY CONTACTS
Hardware Vendor	Microsoft
System Owners	Microsoft
Database Owner	Not Applicable
Application Owners	Sean Dyer
Software Vendors	Not Applicable
Offsite Storage	Not Applicable
Network Services	Not Applicable

 

BACKUP STRATEGY for Voice Communications
Daily	Not Applicable
Monthly	Not Applicable
Quarterly	Not Applicable

 

SYSTEM TWO DISASTER RECOVERY PROCEDURE
Scenario 1   Total Loss of Switch	Not Applicable – provided as a service
Scenario 2   Total Loss of Network	Employees can use the web interface (https://office365.com) if the email servers are still operational but there is an issue with the interface to the mail clients.  In the case of complete failure of Office365, employees will have to use Skype and voice comms as a temporary means of communication with one another internally.  Externally, individual employees can use personal email accounts if they do not include any proprietary information.  If Office365 is expected to be an extended issue, the company will change email providers and resume email service within 24-48 hours.

 

 

ADDENDUM

 

CONTACTS
Sean Dyer	sdyer@blub0x.com

 Appendix B – Suggested Forms

 

Damage Assessment Form

 

Key Business Process Affected	Description Of Problem	Extent Of Damage

 

_____________

 

Management of DR Activities Form

 

•      During the disaster recovery process all activities will be determined using a standard structure;

•      Where practical, this plan will need to be updated on a regular basis throughout the disaster recovery period;

•      All actions that occur during this phase will need to be recorded.

 

Activity Name:

Reference Number:

Brief Description:

 

Commencement Date/Time	Completion Date/Time	Resources Involved	In Charge

 

__________________

 

Disaster Recovery Event Recording Form

 

•      All key events that occur during the disaster recovery phase must be recorded.

•      An event log shall be maintained by the disaster recovery team leader.

•      This event log should be started at the commencement of the emergency and a copy of the log passed on to the business recovery team once the initial dangers have been controlled.

•       The following event log should be completed by the disaster recovery team leader to record all key events during disaster recovery, until such time as responsibility is handed over to the business recovery team. 

 

Description of Disaster:

Commencement Date:

Date/Time DR Team Mobilized:

 

Activities Undertaken by DR Team	Date and Time	Outcome	Follow-On Action Required

 

Disaster Recovery Team's Work Completed: <Date>

Event Log Passed to Business Recovery Team: <Date>

 

_________________

 

Disaster Recovery Activity Report Form

 

•      On completion of the initial disaster recovery response the DRT leader should prepare a report on the activities undertaken.

•      The report should contain information on the emergency, who was notified and when, action taken by members of the DRT together with outcomes arising from those actions.

•      The report will also contain an assessment of the impact to normal business operations.

•      The report should be given to the business recovery team leader, with a copy to senior management, as appropriate.

•      A disaster recovery report will be prepared by the DRT leader on completion of the initial disaster recovery response.

•      In addition to the business recovery team leader, the report will be distributed to senior management

 

The report will include:

•      A description of the emergency or incident

•      Those people notified of the emergency (including dates)

•      Action taken by members of the DRT

•      Outcomes arising from actions taken

•      An assessment of the impact to normal business operations

•      Assessment of the effectiveness of the BCP and lessons learned

•      Lessons learned

__________

 

Mobilizing the Disaster Recovery Team Form

 

•      Following an emergency requiring recovery of technology infrastructure assets, the disaster recovery team should be notified of the situation and placed on standby.

•      The format shown below can be used for recording the activation of the DR team once the work of the damage assessment and emergency response teams has been completed.

 

Description of Emergency:

Date Occurred:

Date Work of Disaster Recovery Team Completed:

 

Name of Team Member	Contact Details	Contacted On (Time / Date)	By Whom	Response	Start Date Required
Relevant Comments (e.g., Specific Instructions Issued)

 

___________

 

Mobilizing the Business Recovery Team Form

 

• Following an emergency requiring activation of the disaster recovery team, the business recovery team should be notified of the situation and placed on standby.
• The format shown below will be used for recording the activation of the business recovery team once the work of the disaster recovery team has been completed.

 

Description of Emergency:

Date Occurred:

Date Work of Business Recovery Team Completed:

 

Name of Team Member	Contact Details	Contacted On (Time / Date)	By Whom	Response	Start Date Required
Relevant Comments (e.g., Specific Instructions Issued)

 

Monitoring Business Recovery Task Progress Form

 

•      The progress of technology and business recovery tasks must be closely monitored during this period of time.

•      Since difficulties experienced by one group could significantly affect other dependent tasks it is important to ensure that each task is adequately resourced and that the efforts required to restore normal business operations have not been underestimated.

 

Note: A priority sequence must be identified although, where possible, activities will be carried out simultaneously.

 

Recovery Tasks (Order of Priority)	Person(s) Responsible	Completion Date		Milestones Identified	Other Relevant Information
		Estimated	Actual
1.
2.
3.
4.
5.
6.
7.

 

___________

 

Preparing the Business Recovery Report Form

• On completion of business recovery activities the BRT leader should prepare a report on the activities undertaken and completed.
• The report should contain information on the disruptive event, who was notified and when, action taken by members of the BRT together with outcomes arising from those actions.
• The report will also contain an assessment of the impact to normal business operations.
• The report should be distributed to senior management, as appropriate.

 

The contents of the report shall include:

• A description of the incident
• People notified of the emergency (including dates)
• Action taken by the business recovery team
• Outcomes arising from actions taken
• An assessment of the impact to normal business operations
• Problems identified
• Suggestions for enhancing the disaster recovery and/or business continuity plan
• Lessons learned

 

Communications Form

 

• It is very important during the disaster recovery and business recovery activities that all affected persons and organizations are kept properly informed.
• The information given to all parties must be accurate and timely.
• In particular, any estimate of the timing to return to normal working operations should be announced with care.
• It is also very important that only authorized personnel deal with media queries.

 

 

Groups of Persons or Organizations Affected by Disruption	Persons Selected To Coordinate Communications to Affected Persons / Organizations
	Name	Position	Contact Details
Customers
Management & Staff
Suppliers
Media
Stakeholders
Others

 

Returning Recovered Business Operations to Business Unit Leadership

 

• Once normal business operations have been restored it will be necessary to return the responsibility for specific operations to the appropriate business unit leader.
• This process should be formalized in order to ensure that all parties understand the change in overall responsibility and the transition to business-as-usual.
• It is likely that during the recovery process, overall responsibility may have been assigned to the business recovery process lead.
• It is assumed that business unit management will be fully involved throughout the recovery, but in order for the recovery process to be fully effective, overall responsibility during the recovery period should probably be with a business recovery process team.

Business Process/Function Recovery Completion Form

 

The following transition form should be completed and signed by the business recovery team leader and the responsible business unit leader, for each process recovered.

A separate form should be used for each recovered business process.

 

Name Of Business Process
Completion Date of Work Provided by Business Recovery Team
Date of Transition Back to Business Unit Management (If different than completion date)
I confirm that the work of the business recovery team has been completed in accordance with the disaster recovery plan for the above process, and that normal business operations have been effectively restored.   Business Recovery Team Leader Name: ________________________________________   Signature: ________________________________________________________________   Date: __________________________   (Any relevant comments by the BRT leader in connection with the return of this business process should be made here.)
I confirm that above business process is now acceptable for normal working conditions.   Name: ___________________________________________________________________   Title: ____________________________________________________________________   Signature: ________________________________________________________________   Date: __________________________